School of social Entrepreneurs Business Strategy by Komal Faiz

TABLE OF CONTENTS Executive Overview 5 The Context 6 Understanding the School for Social Entrepreneurs Ontario 6 The Problem 7 Environment & Policy 7 Process 8 Business Model Fit 9 The Potential 11 Opportunity 12 Potential Models 12 1. Social+Change Consultancy 14 2. Social Brokerage 18 3. Building Change Agents 22 4. Collaborative Consultancy 26 Recommendation 32 The Model 32 The School for Intrapreneurs 32 The Roadmap 35 Change Process 37 Conclusion 40 Thanks/acknowledgement 41 Appendix 1: Sketching NewCo 43 Appendix 2: Business Model Fit Assessments 45 Social Change Consultancy 45 Environment Scanning & Trends Analysis Market Assessment 46

Customer Profiles 48 Capabilities Analysis 54 Financial Feasibility 57 Social Brokerage 59 Environment Scanning & Trends Analysis 59 Market Assessment 60 Customer Profiles 60 Capabilities Analysis 63 Financial Feasibility 64 Building Change Agents 65 Environment Scanning & Market Assessment Customer Profiles 67 Capabilities Analysis 70 Financial Feasibility 71 Collaborative Consultancy 72 Environment Scanning & Trends Analysis 72 Market Assessment 73 Customer Profiles 74 Capabilities Analysis 76 Financial Feasibility 77

Appendix 3: Change Propensity Generative Exercise 79 Questions 79 Analysis 80 Appendix 4: Change Assessment Survey

Appendix 5: Generative Environment Scanning Workshop with SSE Works Consulted

EXECUTIVE OVERVIEW

Licensed from the UK, The School for Social Entrepreneurs (SSE) Ontario offers educational programs for social entrepreneurs. It exists as a project under Tides Canada, a charity. While its programs have seen much success, SSE admits that the charitable structure is limiting their capacity to create programs that have greater societal impact and their financial sustainability is always in question. SSE wants to explore if a separate company (NewCo) may be the solution to support the financial health of the School while having the freedom to create programs outside the scrutiny of the Canada Revenue Agency. This report documents Inimitable Fiveâ&#x20AC;&#x2122;s process, research, and recommendations around the establishment of NewCo that will support SSE.

THE CONTEXT UNDERSTANDING THE SCHOOL FOR SOCIAL ENTREPRENEURS ONTARIO The Mission of the School for Social Entrepreneurs Ontario: To build a vibrant community of people interested in social change, who are capable and take action on building new economic models that solve social and environmental problems while being financially sustainable. The School for Social Entrepreneurs Ontario (SSE) is an educational charity focused on providing training in social entrepreneurship to people from all backgrounds that have ideas with social benefit (“The School for Social Entrepreneurs,” n.d.). It is a licensee of the School for Social Entrepreneurs, with many other similar schools found around the world. SSE is also an initiative of Tides Canada, a charity that provides administrative support to charitable enterprises in exchange for a percentage of the enterprise’s revenue. SSE has a small team of four staff, including Managing Director Marjorie Brans and Director of Operations Andrea Telfer, as well as a large team of volunteers. It is further guided by a steering committee of diverse professionals.

SSE UK

Steering Committee

Tides Canada

SSE Ontario

Insert SSE organizational structure SSE’s educational programs have led to widespread celebration of their impact on the Canadian social enterprise landscape – but SSE’s leadership has recently decided that the organization’s many overseers and charitable structure is limiting their impact. Seeking help for the design of this new model, SSE applied to the OCAD University Business Innovation Initiative to get some creative support what might become transformative change for the School.

Marjorie Managing Director

Chryssa, Director of Business for Good

Andrea, Director of Operations

300 volunteers

Renee, Learning Director

THE PROBLEM In early 2016, the leadership of SSE Ontario realized that their current structure was beginning to constrain their potential impact. Under the scrutiny of the Canada Revenue Agency, their identity as a charity meant that they had to be continually cautious of their spending and their use of time: the structure required that at least 90% of their funds must be spent on charitable populations (cf. “What is Charitable?”; Government of Canada, 2009). Further, the benefits of the organization’s ties with the School for Social Entrepreneurs UK began to wane: franchise licensing fees had become inordinately expensive for the brand and programming benefits it offered SSE. This restricted reality may come as a surprise. The organization had just become the Ontario recipient of the 2015 Startup Canada awards (“SSE recognized as Ontario winner of 2015 Startup Canada Award,” 2015) and its partners remained dedicated (“Unique Collaboration between Insurance Industry and Social Entrepreneurs,” 2016). However, when the offer of a six-figure charitable grant prompted reflection on their current strategy, SSE’s leadership decided to walk away – setting a six-month deadline to discover what other models might mean for their potential impact. That deadline is September 2016. SSE’s leadership believe that a hybrid model holds promise: the creation of a profitable venture whose revenues could provide unrestricted funds to bolster SSE’s programming while enabling access to non-charitable clients like business and government. This new venture would leverage the innate strengths, resources, and networks of the organization, freeing up SSE resources from grant-hunting and restricted funding while scaling impact across public, private, and non-profit sectors. They call this new venture “NewCo”.

ENVIRONMENT & POLICY Social enterprises are thriving in Ontario with an aim to create a social impact, this is an exciting and emerging sector – one that creates jobs, attracts investment and helps better our society and our environment. The Ontario government recently introduced A Social Enterprise Strategy for Ontario to accelerate the growth and address key economic and social goals. A Social Enterprise Strategy for Ontario outlines the clear steps that the government will take to support social enterprises in Ontario, accelerate their growth and establish Ontario as a global leader in the area of social enterprise (Government of Ontario, 2015). In both Canada and the United States, new forms of hybrid, for-profit corporations are being created. They are public benefit corporations (PBCs), known also as Community Interest Corporations, Community Contribution Corporations, Benefit Corporations, and B Corps (Tobin, 2013). Most recently, Delaware, which has more active public companies registered under its jurisdiction than any other jurisdiction in the world, has amended its corporate legislation effective August 1, 2013 to permit companies to incorporate as PBCs. British Columbia has done the same thing effective July 31, 2013. Nova Scotia has had Community Interest Corporation law in place, though not yet in force, since late last year (Tobin, 2013). Although there are no policy under consideration in the province of Ontario, looking at the new government’s commitment and dedication to fight climate change, some guidelines and policy discussions may be around to corner.

Corporate Sustainability Reporting in Canada suggests that 80% of companies comprising the Toronto Stock Exchange (TSX) composite index include some environmental or social information in their annual or stand-alone Corporate Sustainability Reports, up from 70% in 2005 (Goldenberg, Kamoji, Orton, & Williamson, 2009). Although, it’s not clear how diligently do these companies follow the reporting criterias and whether or not they are engaged in social intrapreneurship or if they practise traditional implementation of CSR initiatives which are usually “green” in nature.

PROCESS Group 5 is a team of five candidates for OCAD University’s Master of Design in Strategic Foresight and Innovation. With backgrounds as diverse as architecture, communications, psychology, education, marketing, and united by design, we were engaged by OCAD University’s Business Innovation Initiative program to assess SSE’s potential options. Our ultimate objective is to propose an innovation in SSE’s core model that will help them solve the challenges outlined above, unlocking new scales of impact for SSE’s vision. Our research with and for SSE included a second-order literature review of both extant scholarly and popular media sources and SSE’s internal documentation; several experiential sessions exploring a variety of dimensions of SSE’s current state and envisioned futures; interviews with current and previous staff, consultants who worked with SSE in the past, and volunteers; and several survey instruments. In tandem, our team iteratively generated new models (occasionally engaging SSE in co-creation) while developing an analysis of SSE’s capacity to execute and manage the change that would be required to succeed with a new model. This work heavily leveraged the Business Model Canvas, a template for illustrating how an organization’s value propositions map to its customers, infrastructure, and finances (Osterwalder, Pigneur, & Clark, 2010). The result of this parallel process is synthesized in this report. This includes a description of four of the foremost model innovations we examined, each unique constellations of programs/services, markets, and activities/resources for NewCo. Each of those models are then thoroughly analyzed, surfacing strengths and weaknesses of the model in environmental, market, and internal contexts. The five dimensions of analysis are our measure of the business model fit for each option.

BUSINESS MODEL FIT In order to effectively judge the candidate business models for our ultimate recommendation, we established design criteria by matching SSE’s unique circumstances and goals with a variety of analysis and validation frameworks. Those included: • Osterwalder, Pigneur, and Clark’s (2010) environmental analysis framework (key trends, industry forces, market forces, and macroeconomic forces) • Osterwalder, Pigneur, Bernarda, and Smith’s (2014) three kinds of fit (problem-solution fit, product-market fit, and business model fit) • Van der Heijden’s (1997) four criteria for evaluating strategic options (financial performance, risk performance, strategic fit, and cultural fit) • Campillo’s (2016) how to validate your next big idea (idea validation, market validation, and minimum viable product validation) None of these frameworks quite fit the situation SSE is in and the decision its staff need to make, however. So, we consolidated themes from the above frameworks into several dimensions of fit and constructed our own framework, consisting of: • Customer Profiling. What are the jobs, pains, and gains of each customer segment? How does the model effectively address those jobs, pains, and gains? (Cf. the Value Proposition Canvas of Osterwalder, Pigneur, Bernarda & Smith; 2014.) • Environment Scanning & Trends Analysis. What are the futures of this business model? How is the environment influencing the model changing? • Market Assessment. For the defined customer segments, what is the state of the market? How competitive is the market? Is it growing? How accessible is it to NewCo? • Capabilities Analysis. What is the SSE team already capable of? How does this model use core strengths? How will NewCo be prepared to offer these value propositions? (This draws on the core competencies view of business; Pralahad & Hamel, 1990) • Financial Feasibility. Given SSE’s current time horizon (they aim make a decision about whether this new model will be a sustainable solution by the end of September) and the primary objective of NewCo (to generate substantial revenue for SSE’s programming), how feasible is this model for achieving that goal within the time horizon?

Business Model Fit

THE POTENTIAL SSE’s leadership believes that great potential lies in the propensity for NewCo to bring their work to bear on private, public, and other non-charitable organizations, previously inaccessible due to SSE’s charitable nature. If they can succeed, their longer-term vision is systemic change. Currently, SSE’s impact is felt within the lives of the social entrepreneurs they teach and in turn, these successful individuals create employment and volunteer experiences for those within their community. While these provide great inspiration to community impact, SSE’s leadership aspires for something greater, something that can serve as a true social catalyst for the greater community. SSE’s current context, challenges, and opportunities provided us with clear criteria for success. The ultimate design of NewCo must satisfy these innovation criteria.

Innovation Criteria • provide sustainable unrestricted revenues for SSE Ontario; • align with and scale the impact of SSE’s vision; and • have rapid time-to-market and low risk. Armed with a deep understanding of each of the foremost models and the criteria for innovation outlined by SSE’s context, we end this engagement with a business design for NewCo. This model synthesizes conclusions drawn from our accumulated research and creativity and is, we believe, NewCo’s best shot at success in the years to come.

OPPORTUNITY POTENTIAL MODELS At the midpoint of our engagement with SSE, we began to sketch business model innovations that might satisfy the innovation criteria SSE had set while leveraging the strengths and expertise extant in the organization. Through our own internal analysis and synthesis, these early sketches were consolidated into the four models presented below. While each model is its own unique constellation of values, markets, and activities â&#x20AC;&#x201C; and may serve for inspiration for future business model innovation â&#x20AC;&#x201C; simply generating sketches was insufficient to judge whether the models achieved our design goals. Thus, we also conducted a robust assessment of each model based on the business model fit dimensions outlined in Process. The full results of these assessments (and the original set of sketched business models) can be found in the appendices.

1. SOCIAL+CHANGE CONSULTANCY The Idea Social+Change Consultancy positions NewCo as a professional services consulting firm with corporations, medium-sized enterprises, and franchisees as its main customers. It will draw on SSE staff experience to support clients in both “social” and “change” practices, emphasizing change management, cultural challenges, conflict resolution, and innovation while exercising their powerful expertise in “CSR 2.0” (cf. “CSR 2.0,” n.d.) and social enterprise. As a consultancy, NewCo generates revenues through one-off contract fees.

The Customers Social+Change Consultancy targets medium-to-large businesses across industries. Any business worried about issues in social, change, succession, cultural, or CSR categories (or seeking new opportunities in those areas!) might be a potential client.

The Canvas Key Partners

Key Activities

SSE

Consulting

Legal firm

Knowledge reviewing and research

ArchiTEXT Tides Canada League of Intrapreneurs B-Lab ESOP Association Canada/ESOP Builders

Networking Thought leadership (speaking, authoring, being “front and centre”) Business development (discovering and developing growth opportunities and new clients)

Key Resources

Value Propositions

Tri-sector Problem Solving 1, 2 Change management & cultural consulting 1, 2 B-Corp & CSR consultancy services 1, 2 Internal culture consulting for innovation/conflict resolution

HR: Staff, Volunteers Office space at CSI SSE network of students, alumni, and experts/witnesses, Internships Programming IP SSE staff and steering committee networks SSE staff and steering committee knowledge/expertise Legal Brand equity

Cost Structure

Revenues to SSE Salaries Office space Travel Branding, web development,communications production costs and advertising fees Legal Technology Research access/training Materials

Customer Relationships

Customer Segments

Personal, tailored, short-term engagements (potentially repeated over time)

1. Conventional Corporations 2. Medium Enterprises

Channels

(Aware, Evaluate, Purchase, Deliver, After Sales)

(Aw, Ev) “Someone that knows about us” (referrals), Speaking engagements (Aw, Ev, Pu) Requests-for-Proposals, CEO (Aw) League of Intrapreneurs (Aw) Advertising (Ev, Pu) Website, staff (De) In-person (Af) Staff, Newsletters

Revenue Streams

One-off contractual fee for consulting services (e. g., traditional consulting by contract in response to an RFP)

Assessment Environment Scanning Our assessment revealed that CSR is a growing concern for many industries. Businesses are pressed on multiple sides, from increasing accountability and legislative/shareholder oversight (e.g., shareholder activism; cf. Strott, Greer, Carey, & Rojas) to market and capital benefits gained from going “social”. These firms need help – and they seek it. Market Assessment Many niches exist for Social+Change Consultancy, from firms seeking B Corp certification to those aiming for a broader or deeper triple-bottom-line approach to succession planning and change management spurred by the age of baby boomer retirement. In each of these niches, a competitor is already entrenched, but the market is vast: there could be opportunity here. Capabilities Analysis We based our assessment of NewCo’s potential preparation for consulting work in part against the Institute of Management Consultants USA’s rubric for Certified Management Consulting, a measure by which NewCo generally fared well if it should inherit many of the strengths of SSE. NewCo will likewise succeed at thought leadership and networking, additional key activities required for this model to work. Where NewCo will find it most difficult to execute the Social+Change Consultancy model is a dimension critical to success: business development. SSE has substantial expertise in grant-hunting and fundraising, but these skills may not adapt to the hustling required in the for-profit world. Financial Feasibility We estimate that the firm’s expenses would total almost $270,000 per annum initially. If project contracts bring in a consulting fee of $30,000 each, the Social+Change Consultancy model will require nine each year to achieve break even. This is ambitious, but it is not an unbelievable achievement.

2. SOCIAL BROKERAGE The Idea Recognizing opportunity in recent emphasis on social finance, impact investment, solutions capital, and other themes, NewCo can become a social broker, connecting high-potential social startups and entrepreneurs to potential investors and supporters, drawing a percentage of the value of each exchange as a brokerage fee.

The Customers Social Brokerage is a multi-sided business model targeting social entrepreneurs, social startups, and established social enterprises on one side and potential grantees and investors on the other. Both markets are potentially growing in Canada as social enterprise becomes an increasingly prevalent industry and social finance grows along with it. Social Brokerage provides a one-stop shop for each market to access the other, enriching each interaction with reliable and insightful expertise.

The Canvas Key Partners Centre for Social Innovation Tides Canada Canadian foundations SSE

Key Activities Networking Thought leadership (speaking, authoring, being “front and centre”) Promotions & communications

Key Resources SSE network of students, alumni, and experts/witnesses SSE staff and steering committee networks SSE staff and steering committee knowledge/expertise Brand equity

Cost Structure

Value Propositions

Connecting high power and low power groups across sectors: Networking and partnership brokerage between establishments and social startups/entrepreneurs Mergers and acquisitions of social startups

Revenues to SSE Salaries Travel Branding, web development,communications production costs and advertising fees Legal

Customer Relationships

Customer Segments

Become members of the SSE/NewCo community/network

1. Traditional corps transitioning to b-corps 2. Foundations 3. Grantees of foundations 4. Startup b-corps 6. Governments 8. For-profit SMEs 9. Companies owned by retiring baby boomers 12. Social entrepreneurs and enterprises

Channels

(Aware, Evaluate, Purchase, Deliver, After Sales)

(Aw, Ev) “Someone that knows about us” (referrals), Speaking engagements (Aw, Ev, Pu) CEO (Aw) League of Intrapreneurs (Aw) B-Lab (Aw) Advertising (Ev, Pu) Website, staff (De) By networking (Af) Staff, Newsletters

Revenue Streams

Brokerage fee

Assessment Environment Scanning Social finance seems to be a growing field. Over the past decade numerous innovations have advanced possibilities in social finance, from impact investing to social stock exchanges. The expansion of opportunity in social finance is tied directly to the advance of social enterprise and other blended value models. Market Assessment Several actors are already entrenched in the Canadian social finance sector. The MaRS Centre for Impact Investing and Purpose Capital seem to be participating in “co-opetition” and were a dominant presence throughout our research on the field. It is possible that Social Brokerage could occupy a niche segment of the market, with emphasis on early-stage social enterprises and/or social entrepreneurs who have yet to establish their business, but this is a very specific (and often under-resourced!) market. Capabilities Analysis While several of the core strengths NewCo could inherit from SSE are key to success in the social finance field – namely, their connection to startup enterprises and new entrepreneurs, and their general expertise in social enterprise – we speculate that NewCo would have to develop many other requisite core competencies for Social Brokerage to succeed. Financial Feasibility The financial integrity of this model may not hold. We estimate that it may require almost $300,000 in annual expenses just to self-sustain. To achieve this breakeven point through a brokerage fee revenue stream (and assuming a 5% brokerage fee per brokered investment), Social Brokerage would need to capture at least 30 $200,000 deals each year.

3. BUILDING CHANGE AGENTS The Idea The Building Change Agents model captures new value with SSEâ&#x20AC;&#x2122;s existing strengths in education and training programs. By providing the right opportunities at the right time to the right client, NewCo becomes a one-stop shop for intrapreneurial training, targeting both individuals and organizations. It generates revenue through tuition fees, membership fees, and training contracts.

The Customers This model targets individuals at any level in medium to large for-profit corporations. As intrapreneurship is a journey thatâ&#x20AC;&#x2122;s different for each individual based on their motivation and capacity to create social impact, this models identifies the individualâ&#x20AC;&#x2122;s varying stages to fulfill their needs at the right time. Starting with the employee who might be interested, to the one who might be more involved and to those totally invested, programs have been developed to cater to these different segments. Similarly, a company will also have varying degrees of readiness to engage in corporate social intrapreneurship. For these, programs are to be developed based on their social impact maturity. In both streams, the programs aspire to move the customers from incremental to fundamental social impact.

The Canvas Key Partners SSE Recode / ArchiTEXT Tides Canada League of Intrapreneurs Subject-specific Consultants

Key Activities Teaching & Program development Speaking Workshops Marketing, Promotions & communications Networking Website / platform content development and maintenance

Key Resources HR: Staff, Volunteers Office space at CSI SSE network of students, alumni, and experts/witnesses, Internships Programming IP SSE staff and steering committee networks SSE staff and steering committee knowledge/expertise Website development staff Legal Brand equity

Cost Structure

Value Propositions A. Gain an introduction to social intrapreneurship through classes and field immersion

1a Micro Intrapreneur Program - weekend course on the basics of intrapreneurship, practical experience through community challenges and networking. 1b Speaker + Workshop - half day participatory workshop on the basics of intrapreneurship

B. Learn the next level skills of intrapreneurship to gain confidence to function individually or within your organization’s team.

2a Intermediate “Toolkit” Course - The next level of social intrapreneurship, practical experience through community challenges and networking. 2b Plug-n-Play Program - pre-packaged social intrapreneurship training for companies. 2b The Executive Sponsor 2.0 - weekend training course to shape senior management mindset and teach basic skills.

C. Gain in-depth knowledge, training and support to become a successful social intrapreneur in your own organization.

3a/3b, SI Fellowship program offers x months long classes, mentorship, and matching with a community in need to practice social impact. 3b The Executive Sponsor 3.0 - weekend training course to further shape senior management mindset and teach advanced skills. Prerequisite 2.0

D. Guidance and continued support throughout the intrapreneurship journey

2a/b, 3a/b,Monthly meet ups (membership based) support group for SIs, sharing of concerns, etc. 1a/b, 2a/b, 3a/b Online support via website tools

E. Tri-sector Problem Solving

Customer Relationships

Customer Segments

A Self-Serve, short-term engagements (potentially repeated over time)

1a Individuals / 1b M-L corporations new to intrapreneurship

A B C D Become members of the SSE/NewCo community/network

2a Individuals / 2b M-L corporations familiar to intrapreneurship and seek to know more or have a program integrated in their company

C E Personal Assistance (F2F with key decision makers) Channels

(Aware, Evaluate, Purchase, Deliver, After Sales)

A (Aw, Ev) “Someone that knows about us” (referrals), A (Aw, Ev, Pu) Managing Director A (Aw) League of Intrapreneurs A (Aw) Advertising A (Ev, Pu, De) Website, staff A (De) By networking

3a Individuals given a social innovation mandate / 3b M-L corporations who are serious in pursuing intrapreneurship as part of fulfilling their corporate values.

A (Af) Staff, Newsletters

1,2,3b Consulting services on change management & internal culture, sustainability and CSR 2.0

Revenues to SSE Salaries Office space Travel Branding, web development,communications production costs and advertising fees Legal Technology Research access/training Materials

Revenue Streams A B C Fee for Service D Membership fees E Contractual fees

Assessment Environment Scanning With the latest government support for social enterprise funding and research, the increase in social innovation hubs and overall growth of social enterprises, social innovation and its adjunct activities are gaining momentum. This attention has also increased competition in organizations that offer training and education programs. This is a clear call that SSE needs to further differentiate their offering by positioning their programs with a complementary counterpart such as social intrapreneurship. At an early/emergent stage, social intrapreneurship in Canada holds much promise for NewCo. While there is no universal definition for the term “social intrapreneurship” and the moniker is fairly new, there is a growing acceptance of social innovation activities within corporations. This allows NewCo to occupy that leadership space as they continue to build out programs. Already, when searching for the term “social intrapreneur” League of Intrapreneurs Canada, Marjorie Brans and School for Social Entrepreneurs Ontario are top, first page results. NewCo should build on this first mover advantage. Market Assessment Medium to large corporations have the most resources and are therefore ready to adopt intrapreneurship programs. The for-profit sector is showing evidence of acceptance of the “triple bottom line”. As of 2009, The Corporate Sustainability Reporting in Canada lists 80% of companies comprising the Toronto Stock Exchange (TSX) composite index include some environmental or social information in their annual or stand-alone Corporate Sustainability Reports, up from 70% in 2005. NewCo should anticipate that the larger companies may already be doing some form of CSR 2.0 but it should not deter them from approaching these companies as they employ a variety of programs. This recognition should prepare NewCo have a plug-n-play type program which companies can easily adopt. As well, the recognition of the wide range of medium-large companies should inform NewCo that programming should be based on the stage of readiness at which a company is most likely to participate in. Capabilities Analysis SSE has proven methodologies in training social entrepreneurs through their various programs, this expertise in teaching a holistic approach that includes changing mindsets, behaviours and skills can easily be leveraged to train intrapreneurs in medium to large corporations. What is required, is a moderate shift from a programming methodology focus to understanding the opportunities in the market, specifically the mindset and the readiness of potential customers and to offer programs suited to where they are in their intrapreneurship journey. Financial Feasibility With an approximate investment of $250,000, NewCo would be able to run all the programs outlined in the business model and be at a break even point in year 1. Financial estimates do not include revenues from custom training and membership fees which would be additional. With human resource and program know-how leveraged from SSE, this model holds great financial promise.

4. COLLABORATIVE CONSULTANCY The Idea Collaborative Consultancy adapts the concept of crowdsourcing to the entrepreneurial world. This model creates a home and family for the growing numbers of freelancers and solopreneurs (read: â&#x20AC;&#x153;solo entrepreneursâ&#x20AC;?) in the world. As members of the Collaborative Consultancy community, these independent individuals come together on projects bigger than they could take on alone, and in the process it offers opportunities to develop new skills.

The Customers Collaborative consultancy is a multi-sided/Open hybrid model targeted to a community of social entrepreneurs, intrapreneurs, solopreneurs, enterprises, consultants, large corporations, philanthropists, investors, etc. to work together as a self-organising unit to hire, seek jobs, initiate projects, invest in ideas, or collaborate on the platform to solve problem for each other. There is a lot of potential in such an open-ended business model targeting multiple customer segments online, many such communities (eg.: freelancers in design and communication sectors) have grown over the past few years, evolving and organising itself opening doors for innovation. Collaborative consultancy can serve as a unique online platform with a focus on consultancy and entrepreneurship, providing NewCo to monopolise in this sector by offering a complete package for any kind of consultancy, interaction or collaboration in this space, charging transaction fees for each collaboration while also being a an only option available for the members on the platform to upgrade their skillsets. The skills upgrade can become an essential prerequisite to increase outreach or move up the ladder of Profile-ranking.

The Canvas Key Partners

Key Activities

SSE (Courses for Skill Upgrades)

Website management Profile management Curating/ monitoring transactions (emails, conversations between two parties) Community support Skills upgrade program development Marketing Advertising (Facebook ads)

Payment Portal (PayPal alike) Web Development Legal Advisor Financial Advisor

Value Propositions

A shared collaborative Platform for Consultants, Social Entrepreneurs, Intrapreneurs and SoloPreneurs and Organisations

Key Resources IT support Web-developer Community support team Finance management: (payment/transactions) Curriculum/ program Design team Admin staff

Cost Structure

Website: Domain Name Website development Online Payment Gateway setup Program development (Accreditation fees?) (Unless its offered through SSE) SSE expenses Customer support and admin (team) salary Marketing/advertising

Customer Relationships

Customer Segments

Membership based online support: Mass customization

Social Entrepreneurs Intrapreneurs Solo-Preneurs Consultant:(Financial, Legal) Investor Philanthropist Advisory board Donor School Non-Profit Charity Companies/ Organisations

Channels

(Aware, Evaluate, Purchase, Deliver, After Sales)

Facebook ads, personal networks, online marketing Community support with few paid curators to offer assistance

Revenue Streams

Free Account, First free project Brokerage Fee from 2nd project Skills Upgrade: Course fees Optional: Projects under private profile on the website

Assessment Environment Scanning Increasingly, contractor positions are being held by the best and brightest. Harvard Business Review recently called this phenomenon “The Rise of the Supertemp.” These days, even professionals like attorneys, CMOs, and consultants with world-class training are choosing to work independently (Schrader, 2015). There are many online platforms for freelancers and independent workers to look for projects or participate in competitions to earn jobs, the success of such online platforms for collaboration provide possibilities for new business ideas to emerge, an online service to serve this need may not be uniform across all sectors, as much as this is a promising opportunity for new businesses to innovate, it may take a while to catch up. One of the main challenges for most independent contractors is the business development and ensuring ongoing project pipeline. The online platforms can provide the rising clan of freelancers an opportunity to connect with people and claim new business opportunities. Market Assessment There are a number of platforms for freelancers to work online (peopleperhour.com, elance.com, etc.), but there is none for a community of Entrepreneurs, Intrapreneurs or consultants to collaborate on projects online. This provides an exciting opportunity for NewCo to be a brand for Collaborative Problem solving, by connecting talent to the customers, and charging a small fee for each transaction similar to any online platform for freelancers. SSE can capitalize on their core-competencies of delivering skill enhancement courses and programs to this community, at the same time being a hub for connecting people across the community. Capabilities Analysis SSE’s core competencies include their expertise and years of experience in designing customized programs and courses for social entrepreneurs and intrapreneurs, hence we assume, they are capable of building a progressive curriculum to match the needs of various customer segments that will sign up on the platform to be a part of vibrant consultancy community. We also believe SSE has a strong and potent network of helpful advisors and experienced entrepreneurs who can essentially be their first customers on the platform. SSE’s capabilities and experience in this sector does show a lot of promise to successfully run such a business model, although SSE lacks capacity in web-development and online network management, which may be their weakness for operating such a business. They may need to hire webdeveloper and partner with IT consultants to help them manage and run the online platform for collaboration. Financial Feasibility With an initial investment of about 50,000 dollars to set up the online platform, NewCo can assume to break-even in 2-3 years if things go as planned. Although this may seem promising, NewCo will have to make sure it’s promoting the platform and advertising it widely in the community. The expenses on advertising can be a major variable, based on the response from the community, this number can be a deciding factor for NewCo to carry on with this business idea. NewCo will have to do a feasibility analysis based on their understanding of the potential of their existing network and their capacity to reach out to the community to get initial buy-in and create a buzz.

Putting it all together

RECOMMENDATION THE MODEL THE SCHOOL FOR INTRAPRENEURS Our ultimate recommendation unites the Social+Change Consultancy and the Building Change Agents models, creating a one-stop shop for intrapreneurship programs and services. This model – the School for Intrapreneurs (SfI) – is poised to dominate a ripening market by effortlessly repositioning key activities and resources already in place at SSE.

The Idea Offering a pipeline of programming for individuals interested in intrapreneurship, organizational authorities who might want to cultivate intrapreneurs, and consulting services that support intrapreneurial culture and strategy, SfI will bolster the problem-solving capacity of its clients and ignite a community of innovative internal leaders across private, public, and non-profit sectors. Its outward-facing events, workshops, and speaking engagements act as gateway offerings, channeling potential customers toward deeper learning and development – the programs and services that bring revenue to SfI.

NewCo must seek to understand that each person’s desire and capacity for social impact within their organization varies. The products and services recommended allow for those different needs: Stage 1 (Interested): To the Individual who is new to intrapreneurship, the offerings include a Micro Intrapreneurship weekend - an opportunity to have class time and perhaps an on-site visit to a social entrepreneur or a session where both are paired with a learning activity. To the medium or large corporation who is new to intrapreneurship, the offerings include a speaker and workshop half-day session which can be delivered onsite at the client’s office. For both individual and company, existing short courses like ALFI can also be offered to this segment. There is emphasis on an introductory, 1-2 day program to cater to this segment’s level of desire and capacity. Stage 2 (Involved): To the individual who may have some experience in social impact projects, some familiarity with intrapreneurship and would like to take the next step in building their skills, NewCo can offer the Intermediate “Toolkit” Course which may run for 2-4 weeks. Ideally, this should allow individuals to get a good sense of the intrapreneurship framework and have a toolkit to take with them and practice on their own. To medium-large companies, NewCo can offer a Plug-n-Play program which can be pre-packaged modules, ready for integration. Stage 3 (Invested): To individuals and companies that may have a mandate or are serious about innovating from within, the existing Social Intrapreneurship Fellowship program is a good fit. As well, custom training for companies with resources is also a suitable offering. The Executive Sponsor, a program which specifically addresses the change in mindset of senior managers or key decision makers is also recommended at every stage, with the flexibility to adapt more robust content as the individual moves up the stages. Support and ongoing guidance for all aspiring social intrapreneurs is an important aspect of growth and NewCo can provide this through monthly meet-ups in partnership with League of Intrapreneurs. Similarly, NewCo’s website can host a members-only section where tools and tips can be accessible. Throughout the programs, NewCo will have many opportunities to meet with key decision makers and these may be favourable for Newco to offer consulting services in change management, internal / cultural assessment, readiness for b-corp certification and other services that will help create true transformational change.

The Canvas Key Partners SSE Recode / ArchiTEXT Tides Canada League of Intrapreneurs Subject-specific Consultants

Key Activities Teaching & Program development Speaking Workshops Marketing, Promotions & communications Networking Website / platform content development and maintenance

Cost Structure

Value Propositions A. Gain an introduction to social intrapreneurship through classes and field immersion

B. Learn the next level skills of intrapreneurship to gain confidence to function individually or within your organization’s team.

C. Gain in-depth knowledge, training and support to become a successful social intrapreneur in your own organization.

D. Guidance and continued support throughout the intrapreneurship journey

2a/b, 3a/b,Monthly meet ups (membership based) support group for SIs, sharing of concerns, etc. 1a/b, 2a/b, 3a/b Online support via website tools

E. Tri-sector Problem Solving

Customer Segments

A Self-Serve, short-term engagements (potentially repeated over time)

1a Individuals / 1b M-L corporations new to intrapreneurship

A B C D Become members of the SSE/NewCo community/network

2a Individuals / 2b M-L corporations familiar to intrapreneurship and seek to know more or have a program integrated in their company

C E Personal Assistance (F2F with key decision makers) Channels

(Aware, Evaluate, Purchase, Deliver, After Sales)

A (Aw, Ev) “Someone that knows about us” (referrals), A (Aw, Ev, Pu) Managing Director A (Aw) League of Intrapreneurs A (Aw) Advertising A (Ev, Pu, De) Website, staff A (De) By networking A (Af) Staff, Newsletters

1,2,3b Consulting services on change management & internal culture, sustainability and CSR 2.0

Revenues to SSE Salaries Office space Travel Branding, web development,communications production costs and advertising fees Legal Technology Research access/training Materials

Customer Relationships

Revenue Streams A B C Fee for Service D Membership fees E Contractual fees

3a Individuals given a social innovation mandate / 3b M-L corporations who are serious in pursuing intrapreneurship as part of fulfilling their corporate values.

THE ROADMAP Mission realignment Set strategic direction and define pathways to strategic opportunities

Internal analysis Assess capacity to succeed in this business transformation; define strengths, resources, and networks that might be leveraged in the process

2016

Launch intrapreneurial programs for individuals

Begin offering consulting services Take advantage of pre-existing relationships and opportunities for business development

Gap analysis Identify resource and capabilities needs; re-evaluate staff; upgrade skills if needed; plan how to meet those needs through development or acquisition Develop brand identity and marketing plan

12 11

Launch intrapreneurial programs for corporations

2017 01

04 03

Formal launch of consulting services Take advantage of pre-existing relationships for business development

Seek engagement opportunities Find or develop opportunitites and partnerships to present expertise and position NewCo as a thought leader in intrapreneurship Develop intrapreneurship programs

Our recommendation begins with several internal activities including mission realignment, internal analysis and a gap analysis. SSE’s key stakeholders must be cohesive in the future direction NewCo and understand its implication for staff, resources and overall mission. Once internal alignment and plans are in place, NewCo’s new brand identity and marketing plan needs to be developed. Note that a key marketing consideration is to move from the term “social intrapreneurship” to simply “intrapreneurship”. This opens NewCo to a wider range of customer base. Next, program partners need start the tweaks and creation of net new intrapreneurship programs. While this is happening, a hiring plan which should have been made during the gap analysis phase can be put into action. By the fall (October / November), NewCo can start to pilot intrapreneurship programs for individuals and corporations. It’s important to note that while the programs are streamed for either the individual or the company, the success of either one can really happen in parallel or one can overtake the other depending on NewCo’s networking ability and marketing plan. Only after a few program sessions and engagement with the market will NewCo be able to assess whether the recommended programs fit with the segment needs as outlined here. NewCo must continually assess and retool its programming based on customer need. Through engagement with key decision makers in corporations, NewCo will have this networking avenue to pitch consulting services and once the door has been opened, NewCo can then reassess when it’s timely to formally launch its consulting services as part of its core offerings.

CHANGE PROCESS Based on our external assessment of SSE’s change capacity, we have three recommendations that should be considered in tandem with the development of this new business model.

Strategic Direction and Opportunity Mechanisms Perhaps the most common acclaim unearthed in our analysis of SSE is the responsiveness of the organization. Virtually everyone we have talked to about SSE describe how good the organization is at encountering an opportunity and adapting to take advantage of it. While this sounds profoundly positive, we have also discovered that it is a double-edged sword. The results of several questions in the change assessment survey show uncertainty about the objectives and strategies in place to direct the change SSE is trying to achieve, and a variety of the generative research results showed SSE constantly feeling for opportunity (potentially causing diversion) and circling around decisions. We can organize these issues into problems at two layers. First, there are problems with SSE’s ultimate strategic direction. The team is powerfully dynamic, but this sometimes manifests in distractibility. Narrowing and transparently defining the scope of SSE and SfI’s work through a strategic roadmap with clear objectives, metrics, and milestones will help minimize this distractibility. Second, the organization’s flat structure exacerbates its distractibility as everyone from the steering committee to the volunteers have input on the projects SSE should take on. This is not a bad thing – it allows for a diversity of perspectives, again enabling the responsiveness for which SSE is lauded. It nonetheless may be preventing real progress towards larger goals. Thus, as SSE and SfI develop, the new organization should strive to design clearer mechanisms to help it take in and pursue new opportunities. This is the most tenuous of our recommendations. SSE’s agility is one of its most celebrated strengths – too much self-imposed constriction will certainly reduce that agility. Thus, effective design of the roadmap and the mechanisms that enable dynamism within it is key. A second caution is obvious, but it is worth underscoring: the roadmap must aim at the right objectives. If SSE has not recently updated its strategic vision, mission, and values, SSE’s leadership may want to reexamine them before setting its course towards new horizons.

Internal Analysis: Leverage Strength It is clear that the SSE team is bestowed with many strategic advantages for their current circumstances. They have a confident, passionate team with powerful networks and decades of relevant experience. They are considered thought leaders on many subjects critical to their success, from social entrepreneurship to employee education and beyond. The critical question, then, is how these strengths will translate from their current model into their new venture.

We recommend that the team pursue a critical internal analysis with the School for Intrapreneurs in mind, indexing in concrete terms the strategic advantages they have over their potential competitors. The term “critical” is used deliberately here: it will not be sufficient to discuss SSE’s strengths in optimistic terms. Instead, the analysis should result in a clear disambiguation of the inimitable strengths and resources of SSE. This resource-based view (e.g., Wernerfelt, 1984) may seem classical, but SSE’s ability to provide unique value for intrapreneurship depends entirely on the people involved – their greatest resource. The programs and services they can offer are completely tied to that resource. One important caution must be kept in mind as this step is executed: context. SSE’s strengths are relative to the space its new venture will occupy in the sector. As this venture (and its environment!) is still under development, it will be challenging to understand the context – thus the internal analysis of SSE should be a dynamic pursuit, completed in tandem with decision-making as NewCo is structured and its programs and services are built out. A clear understanding of the organization’s strengths will allow SSE to acutely and strategically leverage those strengths – and to know where they need to develop their capacities. Thus, the next step: a gap analysis.

Gap Analysis: Confront Weakness One major area of concern identified by our change assessment survey is how SSE Ontario’s current resources will map to their next venture. As we alluded earlier, human resources (and the expertise and networks staff bring with them) is the most important asset of SSE. One question of the survey explored this directly, with the prompt “There are enough staff in the right places and if not, a hiring plan is in place.” The responses to this question were the most negative of any we asked, with one person saying “Strongly disagree”, two saying “Disagree”, and a final two saying “Not sure”. The first step in solving this issue is the internal analysis we recommend above. Once the organization’s relative strengths have been profiled, however, a gap analysis is required to assess what the organization will need to succeed with the School for Intrapreneurs. At its most basic, a gap analysis simply means to assess the current state and future state of an organization and identify where discrepancies lie that might prevent the transition (Mikoluk, 2013). In SSE’s case, a gap analysis will help the organization identify where to hire new staff and how to develop the skills of existing staff in order to efficiently transition from the current charitable structure to SSE and SfI’s new, hybrid structure. Thus, this effort will allow SSE’s leadership to make holistic decisions about restructuring and organizational development. This step has one caution: hiring too many people too quickly. A gap analysis will certainly result in a number of areas SSE will need to improve upon to succeed in the coming years. Resolving those gaps with rapid hiring could result in both a loss of control if, for example, the organizational culture shifts too much to accommodate the new employees. It could also cause overextension if new staff are hired before revenue streams have stabilized enough to pay for them.

From SSE to NewCo This is clearly an era of transformation for the School for Social Entrepreneurs Ontario. Much is yet to be decided â&#x20AC;&#x201C; not least of which is how exactly NewCo will inherit and later support SSEâ&#x20AC;&#x2122;s programs and operations. What components of SSE will transfer wholesale to the new company? What components will be shared (and how can this be managed so that it does not rouse the ire of the Canada Revenue Agency)? Who will lead NewCo, who will lead SSE, and how will the strategic direction of the two be helixed as they develop? Some of these questions may be answered in the change processes we identify above, but many others will need to be determined through the course of change. We simply caution that this dichotomy must be thoughtfully planned as the business develops.

CONCLUSION From Incremental to Fundamental Greater social impact desired by SSE starts with incremental steps. It’s imperative for our team, Inimitable Five, to define steps that truly leverage their core competencies and enable our client to reach their intended markets at a manageable pace given their capacity. The direction to fully realize an intrapreneur program complements what SSE is already good at – delivering proven programs that train and support the social entrepreneur. The symbiotic relationship between these parallel streams are key to success in creating a new business ecosystem – one that can lead to the realization of the fabled triple bottom line. The timing could also not be more fitting, social enterprises in Canada are garnering tremendous support from government, innovation hubs are rising within universities and as more of the “social innovation generation” are joining the workforce, mindsets are shifting around a new way of working. NewCo can be truly instrumental in this change by acting as the education catalyst, training individuals and key decision makers in corporations on intrapreneurship. Ultimately, our hope is that the incremental change made by NewCo’s programs will create a ripple effect into fundamental change.

THANKS/ACKNOWLEDGEMENT We wish to note our special gratitude for the faculty and staff of OCAD University and the Strategic Foresight and Innovation program. The ideas and analyses generated through this work would not have happened without your coaching and the tools and methods you have taught us over the past year. Thank you Nabil, Alia, Suzanne, Peter, Stephen, Stuart, Kate, Greg, and Jeremy. Finally â&#x20AC;&#x201C; but not least! â&#x20AC;&#x201C; thank you to the SSE (and now NewCo!) team. Marjorie and Andrea et al., you remained accessible and responsive throughout the semester, participated fully in the co-creative process, and offered a beautiful, salient transparency into your work and vision. We have the utmost confidence that you can make that vision happen!

APPENDIX 1: SKETCHING NEWCO

After three weeks of careful research, client consultation, and generative exercises – and with a comprehensive understanding of the elements to be potentially included in the business model – our group set out to sketch potential models for the School for Social Entrepreneurs’ next big project, NewCo. We followed a divergent/convergent design pattern (e.g., Liu, Chakrabarti, & Bligh, 2003) and used Osterwalder, Pigneur, and Clark’s (2010) Business Model Canvas framework . This process resulted in the development of eight simple independent business model canvases, illustrated below. These were then consolidated and organized into a total of five candidate business models for NewCo. These five models included: Social Change Consultancy. Bringing SSE staff expertise to their expansive networks, this model establishes NewCo as a Social Change Consultancy providing corporations and medium enterprises with a wide range of professional services paired with deep knowledge of social enterprise and corporate social responsibility in the 21st century. (Long Tail/Product Innovation hybrid model). Minimalism. This model is a variant of Social Change Consultancy, but emphasizes highly personalized services provided to a select group of clients in order to minimize the cost structure of the business. (Long Tail/Customer Relationship Management hybrid model).

Social Brokerage. One of SSEâ&#x20AC;&#x2122;s inimitable traits is their broad-and-deep network of social entrepreneurs and enterprises. At the same time, SSE staff potentially have access to high-power networks of corporations and foundations, each potential sources of investment and support for these social startups. Social Brokerage leverages these networks to offer a brokerage platform that connects investors to social impact opportunities, building on the growing Solutions Finance/Impact Investing movement (cf. Vargas, 2016). (Multi-sided model). The Social Intrapreneurship Journey. By mapping the developmental journey of social intrapreneurs, we recognized a variety of aligned opportunities to create, deliver, and capture value for this potentially growing market. This model offers a pipeline of services for the budding social intrapreneur, beginning with free introductory programs and ending with embedded Social Intrapreneurship programming for SMEs and corporate clients. (Freemium/Product Innovation hybrid model). Collaborative Consultancy. The manifestation of SSEâ&#x20AC;&#x2122;s emphasis on community ownership and leadership, this model turns SSEâ&#x20AC;&#x2122;s current customer base into a group of potential partners (and resources) by establishing a membership-driven community of entrepreneurs, intrapreneurs, solopreneurs, investors, consultants and corporates, self-organising and collaborating for creative problem solving. This collaborative community will be a home and support to its members while interlinking them to offer professional services to outsiders. (Multi-sided/Open hybrid model).

APPENDIX 2: BUSINESS MODEL FIT ASSESSMENTS SOCIAL CHANGE CONSULTANCY ENVIRONMENT SCANNING & TRENDS ANALYSIS In this day and age, accountability has become an institution and the increasing demands of stakeholders require measurement of the value of said accountability. Moreover, social impact is measured from investors’ and companies’ perspectives, neglecting the customers who are the target of the impact (Hadad & Drumea, 2014). Over the past 10 years, environmental issues have steadily encroached on businesses’ capacity to create value for customers (Lubin & Etsy, 2010). With an estimated $9.6 billion market last year, impact consciousness is emerging as the latest driver of business innovation and growth for many companies, facilitated by rising regulatory and customer pressures, the need to enhance their brands, and competitive differentiation (Krauss et al., 2010). Corporate Social Responsibility (CSR) is becoming increasingly important as a result of the detrimental impact that organization’s past and present have had on the natural and social environments. According to Brocken et al. (2013), “by 2050 the global industrial system is targeted by governments to double its output while using 50% of current resources and generating 20% of current CO2”. As such, radical changes must be implemented for the well being of the earth as well as organizations. Due to the traditional divide between social and economic concerns, few successful business executives have the understanding of social and environmental issues required to go beyond today’s CSR (Porter & Kramer, 2011). Not only is Corporate Social Responsibility required, but negligence of the issue of Corporate Social Irresponsibility (CSI) is proving detrimental to several companies who simply do not have time to focus on preventing CSI while also engaging in CSR initiatives (Lin-Hi & Müller, 2013). A trend that many organizations fail to recognize is data correlating strong social, environmental, or sustainability performance with superior financial returns. Particularly, Julie Fox Gorte’s analysis of a 2009 Mercer research survey examining several dozen studies found that firms with better social and environmental performance tend to have lower costs of capital associated with lower risk (Lubin & Etsy, 2010). Technology vendors have noticed this space as a market with great potential for several years now: niche CSR reporting applications have cropped up; environmental management systems have seen increased interest; governance, risk, and compliance (GRC) tools have been used for ad hoc CSR initiatives; and large business applications have shown promise as top vendors take serious steps toward the market (McClain et al., 2008). Organizations are starting to understand the need for real CSR and the benefits associated, but don’t know how to make the impact they desire. Several large organizations have been seeking out CSR consultants to help them increase their impact footprints recently, but there is a need for small-scale CSR consulting services, especially in the Greater Toronto Area. With downturns in the economy, it has become more difficult for entrepreneurs and other small businesses to survive and grow. Companies that can appeal to these struggling small industries by creating practical

services at a relatively inexpensive rate can capitalize on businesses in a time of need (Martins, 2010). According to Sulzenko (2016), access to highly skilled people and access to risk capital are areas in need of remedial action for Canadian businesses. Leveraging SSE’s current social entrepreneurship education programs and passion for impact, a 360° consulting model seems perfect for NewCo upon first glance. Current trends prove encouraging and demonstrate a gap in the smaller-scale CSR consulting industry and SSE’s current capabilities seem to align with the need. There are, however, some indications that Social Change Consultancy is not the right fit for SSE based on current markets, financial feasibility, and SSE’s own capacity.

MARKET ASSESSMENT Note: an index of the competitors we have profiled in this section can be found in Appendix 3.

B Corp Consulting Services: In 2013, a milestone was reached when the number of Canadian B Corp certified companies reached 100 (Emery, 2014). Today with at least 110 B Corp certified companies across Canada, it represents the second largest group outside of the US (“Certified B Corporation (B Corp) Hub,” n.d.). While growth of B Corps seem to be good news, they are still very small in number when taking the entire business landscape into consideration. The following outlines some opportunities, issues and caveats within the B Corp landscape as it relates to the proposed consulting offerings of NewCo. Opportunity: Pre- and Post-B Impact Assessment Consulting Companies that desire B Corp certification take a mandatory assessment of their performance from a People, Planet, and Profits perspective. A passing score of 80 out of 200 is required. Those serious in pursuing certification may take this assessment several times before they pass. There is an opportunity to offer consulting sustainability services before or after the assessment which will allow these organizations to pass or increase their score. Issues and Caveats. Again, MaRS leads in this service area alongside Conscious Brands in Calgary, which offers other sustainability services. The B Corp website also offers a free online toolkit to help companies in this phase but does not offer any consulting services. Companies that want to be certified must show revenue however, and based on some of MaRS attendees in Sou’s talk on Raising Capital for B Corps (2014), some companies in their 3rd or even 5th year in operation are still in pre-revenue stage. This might show that companies who desire certification may not be financially ready to even engage in consulting services. With free online tools they are perhaps doing the assessment and improvement plans themselves. Other competition may include independent consultants such as Lift Economy (in the US; cf. http://www.lifteconomy.com), whose expertise is in sustainability business consulting. Takeaways. While there seems to be a window of opportunity in the B Impact assessment process, the potential clients are startups, very small in

number and may not be financially ready. Furthermore legal firm Blaney McMurty explains, “It seems that up to now the B Corp certification and the incorporation as a benefit corporation have been best suited to private, closely held corporations. Systemic, institutional, legal and practical hurdles make it difficult for publicly held corporations to commit to B Corp certification and the prospects of changing the articles of a public company are daunting” (“Corporate Social Responsibility Initiatives Becoming Common for Profit-Seeking Businesses”, 2016). While a 2 year effort is in place to evaluate if larger corporations such as Unilever can transition into a B Corp without sacrificing the integrity of the B Corp values (B. Willard, personal communication, 2016), large corporations that have more financial resources are not yet part of the market. Opportunity: Culture Sustainability Consulting Post Sale or Merger B Corps that have been sold or acquired may struggle to maintain their sustainability scores and culture as a result of the changes in the organization (Sou, 2014). NewCo may have the opportunity to address these cultural and internal issues as it relates to employee satisfaction and performance. Issues and Caveats. If B Corps represent a minuscule part of the business landscape, those that are sold or merged will even be a smaller part of the market. The silver lining here is that companies who acquire them may have the financial resources to engage in such a service. There are also several firms who may consult in the mergers and acquisition services who are able to provide human capital consulting and it would be easier for the client to work with one consultant who understand the transition. Takeaways. The market is perhaps too niche and too small to consider.

Succession Planning (Transition to Employee Owned) & Internal Culture Consulting Services: Globe and Mail columnist Richard Blackwell (2015) shares, “three-quarters of all small business owners plan to exit their enterprises in the next decade, according to a survey by the Canadian Federation of Independent Business. The vast majority of those departures – 85 per cent – will result from a desire to retire.” Opportunity: Succession Planning Consulting to Retiring Boomer Businesses According to Johnson (2016), “Of the 2.3 million small businesses in Canada, most were founded and are still run by baby boomers nearing retirement, according to Deloitte. But for every two retiring senior executives, only one suitable successor is waiting in the wings, the Conference Board of Canada has found, and that ratio is even bigger for small businesses.” Most of the founders would like to see their business thrive long after they have retired. There is an opportunity to consult in business sustainability through succession planning services. Specifically, services that prepare their employees to move towards an Employee Share Ownership Plan (ESOP) or a co-op model. Issues and Caveats. While the statistics reveal this change in hands is imminent, most business owners tend to sell to private equity firms or public companies if their first choice (having their children take over) does not happen (Johnson, 2016). The co-op model is rarely considered an option. It is poorly understood, usually overlooked and neglected in most MBA programs – most entrepreneurs lack awareness that it exists (Blackwell, 2015). Meanwhile, opening up the company for employee ownership requires an earnest desire to build wealth with the organization’s employees and giving back for helping to build the business (Blackwell, 2015). Implementing employee ownership is not easy, which is why ESOP Builders (the main

Toronto contestant in this market) offers a complete service package from strategy through to design and implementation. It is worth noting that they facilitate a cultural survey and a changing mindsets workshop called Ownership Thinking which focus on the human aspect of the transitions. Most other large consultants cover the financial aspects only. Takeaways. Though the number of boomer businesses in line for retirement is a large, promising market, the majority will sell their business or find a successor within their family or business. Converting to employee-owned or co-op model may be a smaller fraction of that market. If all SMEs are considered, the market might be of considerable size. Public company ESOPs are widespread in Canada. More than 90 percent of Toronto Stock Exchange high-tech companies have some employee equity and/or stock option plans in place (Phillips, 2005). The critical undertaking is to examine where in the succession planning process can NewCo participate with a new, relevant service given that large consultants like PwC and niche consultants like ESOP Builder already provide these services.

Change Management/Social/Sustainable Consulting Services: Opportunity: NewCo is looking to consult with for-profit or non-profit corporations through change management with an emphasis on triple bottom line results. Issues and Caveats. If NewCo were to simply focus on change management within the management consulting space in the broadest sense, there are many players. The large consulting firms (such as Deloitte, PwC, and KPMG) are the main players, making it potentially difficult to compete for customers with these services. There are, however, some niche consulting firms who are more focused on social impact and/or business sustainability. Takeaways. It might make sense for NewCo to play in a more specialized management consulting space where there is an emphasis on social impact given their background with SSE. This market also intersects with companies who are transitioning into or have transitioned into a B Corp.

CUSTOMER PROFILES Traditional Corporations (500+ employees) “We are in a new era. For-profit businesses are tackling social and environmental issues, nonprofits are developing sustainable business models, and governments are forging market-based approaches to service delivery. Out of this blurring of traditional boundaries, a different model of enterprise is emerging, driven by entrepreneurs who are motivated by social aims.” (Sabeti, 2011) “Millennials, which represent roughly 50% of the global workforce, want work that connects to a larger purpose.” (Sabeti, 2011) 0.3% of Canada’s total employer businesses are large corporations: 2933 enterprises. This includes 569 goods-producing companies and 2364 service-oriented enterprises. Large corporations contribute 50.5% of Canada’s GDP (Statistics Canada, 2015).

Customer Profiles Pains

Gains

Market Share and competitive advantage in the B corps are profitable and socially respectable backdrop of rising climate change awareness they businesses feel pressurised to be environmentally conscious to maintain state and reputation SROI

Jobs Financial sustainability Sustain business and maintain brand value Increase profit and expand business

Increasing pressure to transition into B Corps

Social impact

Change management

Long term gains (profits and sustainability)

Time and capital investments needed for transition

Customer and employee satisfaction

Market presence, brand recognition Contribute to Canadian GDP Keep up with new trends and stay relevant

Lack of clarity on ROI on B Corps transition.

Value Map Pain Relievers

Gain Creators

Product and Services

Help large corporations with B-Corp certification Carry out social impact assessments CSR Consultancy process Help companies in incorporating social and B Corps Consultancy Supporting companies to transition into committing environmental values. towards socially and environmentally responsible Providing feasibility analysis and developing internal actions. structures to enable them to carry out their mission Helping large corporations understand the more effectively and sustainably. advantages of B-corp transition and providing them with solutions for easy transition.

Medium enterprises (100-499 employees) “The vast majority (83%) of Canada’s mid‑sized firms are privately owned. Over a third (37%) have their head office in Ontario. Over 80% of mid‑sized firms are in the 100 to 249 employee category.” (Business Development Bank of Canada, 2013) 1.8% of Canada’s total employer businesses are medium enterprises; roughly around 21,415 enterprises. Medium enterprises accounted for 13.7% of Canadian GDP in 2015 (Statistics Canada, Business Register, December 2015). Customer Profile Pains

Gains

Jobs

Financial sustainability

Financial resilience

Pursue growth opportunities

Market threats and competition

Brand recognition and market differentiation

Expand business and make profits

Increasing sales and profits

Profits and savings

Maintain market relevance

Looking out for growth opportunities and new revenue New revenue streams streams Capabilities and core competencies Staying relevant in business Customer satisfaction and deman Maintaining reputation Employee satisfaction Limited capacity

Accomplish strategic goals and objectives Learning and training to upgrade knowledge Capacity building Enhancing core competencies

Value Map Pain Relievers

Gain Creators

Product and Services

Supporting companies plan long term strategies to maintain financial stability

Future resilient strategic planning for help medium B Corps Consultancy enterprises to become environmentally sustainable by Internal Culture Consulting for Innovation ensuring financial stability.

Providing companies with simpler means and solutions to save money on bills through eco-friendly and Impactful programs to strengthen existing capacities environmentally sustainable practices. through strategic planning for long term gains. Market survey and Competition analysis. Support companies in creating ownership culture by planning programs to ensure higher employee accountability

Communication plans, leadership development and participatory work structures for meaningful engagements with staff and other stakeholders.

Franchises “Numerous studies in recent years have shown that consumers prefer to buy from companies that blend social purpose with corporate mission.” (good.must.grow., 2013) “Canada has the second largest franchise industry in the world, led only by the U.S. The Franchise industry in Canada represents over $100 billion in sales annually and continues to grow. Approximately 76,000 individual franchise operations do business in Canada under 900 different brand names. Hospitality sector largest sector comprising 40% of the franchise marketplace.” (“Canadian Franchise Statistics & Info” 2016). Franchises can be SME’s or in some cases even big corporations, with a small difference that NewCo can take advantage of. This difference is in the ownership. Many chain restaurants, hotels and retail stores are owned as franchises, meaning the parent company provides permission for the local owner to use the parent company’s name and products. A franchise can be owned as a corporation, sole proprietorship, limited liability company or other business structure (Frances, n.d.). Thus, if SSE is able to access a franchisee they can get a lot of business and opportunity to create bigger social impact

Customer Profile Pains

Gains

Jobs

Market threats and competition

Brand recognition and market differentiation

Increasing outreach

Increasing sales and profits

Profits and savings

Expand business and make profits

Looking out for growth opportunities and new revenue New revenue streams streams Process optimization Staying relevant in business Standard quality Efficiency Gaining Trust and goodwill in market Maintaining quality of service Reliable service/ product

Maintain market relevance Skill development and capacity building Standardization Maintaining Brand value and recognition Supply chain management

Customer and employee satisfaction

Value Map Pain Relievers

Gain Creators

Product and Services

Environment scanning and Market surveying to help Helping franchises develop sustainable mobility Change management consultancy companies keep up with the ongoing and upcoming systems and logistics through eco-efficient strategies. Internal Culture Consulting for Innovation trends. Develop transition plans from old transport practices Guidance, tools and support on planning green, cost to a green supply chain to reduce the impact on effective and energy efficient transport operations. environment. Advise companies on brand strategies Quality assurance mechanisms.

feedback

processes

Cost and feasibility analysis. and Demonstrate customer and employee satisfaction through services like surveys and assessments.

CAPABILITIES ANALYSIS To assess NewCo’s capacity to succeed with this model, we assessed the key activities defined in the model’s canvas against qualitative evidence (or lack thereof) of these activities in the evidence and observations we have of SSE. Consulting. The Institute for Management Consultants USA (IMC) prescribes the competencies required for Certified Management Consultants in the USA (“IMC USA’s Competency Framework and Certification Scheme for Certified Management ConsultantsTM (CMC®),” 2015). These competencies form the basis of skills and knowledge a management consultant must know to achieve the IMCUSA qualification and serves as a potential rubric against which to assess the capacity SSE currently has to succeed in consulting work. The specifications of the framework, however, are quite substantial, allowing a consultant to be ranked on a total of 57 skills against a range from Early to Profession Leader. A complete assessment of SSE’s capacity on each of these 57 metrics is outside the scope of this assessment process. Instead, in the table below, we use the broad categories of “key business and technical competencies” identified by the IMC to gauge SSE’s readiness to succeed in the consulting business. Finally, it is worth noting that this assessment is inferential, based on evidence from SSE’s own materials and the interactions we have observed with the client. A full assessment undertaken internally by SSE’s staff would be more accurate and should be pursued as part of a gap analysis (cf. Mikoluk, 2013) if this model is adopted for NewCo. Competence

Description

NewCo’s capacity

Client Business Insight

Understands the internal and external client business factors impacting projects

Strong. Though this will generally depend on the client and project work taken on by NewCo, the staff of SSE have diverse backgrounds with experience across many industries and sectors. It is likely, too, that NewCo’s early clients will focus on subjects closer to the staff’s expected areas of expertise. Marjorie, the Managing Director, has spoken about projects around employee ownership, succession planning, change management, and collective impact, for example. Each of these projects she had to deny in SSE’s charitable capacity but could take on under a for-profit venture, and each represents areas SSE’s staff have rare knowledge of.

Consulting Business Insight

Understands the management consulting environment and its commercial aspects

Weak. Though the staff we have interacted with have spoken with ambition and confidence about consulting work, and though they have advisors who are currently in the field, it is unlikely that expectations for how the business will run will precisely parallel reality. This assumes, however, that the staff NewCo come directly from the staff of SSE. This weakness can be rectified quickly if NewCo hires a single experienced consultant.

Functional Specialization

Recognized as an expert in own discipline

Strong. In the areas NewCo is intended to operate by this model, the business will be recognized for its links to SSE and thereby the thought leadership that SSE has demonstrated over the past five years.

Engagement Management

Determines the scope of client assignments. Manages client and other stakeholders’ expectations. Engages expertise of others where appropriate

Strong. NewCo seems prepared to handle any potential client projects, hardened by the turbulent environment of non-profit grants and charity work of SSE’s past half-decade. Moreover SSE’s potent network of helpful advisors and experienced entrepreneurs seem ready to assist the organization with anything it needs.

Assignment Management

Manages client assignments effectively. Delivers timely solutions while balancing priorities and managing time effectively.

Strong. As above, NewCo will carry with it the trying experience of SSE’s charity structure.

Consulting Knowledge

Captures, shares, and applies knowledge in a structured way relevant to engagement needs

Strong. SSE’s programs parallel this aspect of the IMC’s competencies. The programs are known for their flexibility as SSE staff work to understand the needs of their students and adapt curricula accordingly. Likewise, by training their students to learn whatever it is they needed to be successful social entrepreneurs, SSE is likely to have picked up a substantial amount of knowledge as well.

Consulting Process Technique

Uses a range of techniques, including facilitation, coaching and mentoring to deliver solutions of mutual benefit

Strong. SSE’s staff are well-versed in these areas, as the charity practices them regularly in their own programming.

Tools and Methodologies

Selects and uses appropriate tools and methodologies

Strong. Although it is difficult to assess this measure without cases to examine, we again refer to SSE’s dynamic educational programming. In order to serve their students best, we understand that SSE regularly develops new classes, workshops, and sometimes entirely new programs. The staff we have interacted with seem versatile, too, using current technologies to manage this Business Innovation Initiative project with us.

Analytical Skills

Applies analytical and proactive thinking to ensure robust and appropriate client solutions

Strong. Albeit the consulting world is sure to have different problems than charity and education, the “analytical and proactive thinking” SSE demonstrated to win the Ontario 2015 Startup Canada award is sure to generalize (“SSE recognized as Ontario winner of 2015 Startup Canada Award,” 2015).

Risk and Quality Management

Defines risk criteria, identifying, mitigating and managing risks and outcomes

Mediocre. NewCo is unlikely to begin with a solid understanding of the risks of consulting projects – nor how to guarantee high-quality delivery. There is no reason to think that NewCo might suffer particularly in this area, either.

Defines quality standards, ensuring quality of delivery and client satisfaction Ethics and Professionalism

Operates with professionalism and integrity in all aspects of role including conduct, adhering to codes of practice and working in the best interests of the client

Strong. NewCo’s charitable heritage will contribute powerfully to this trait.

Personal Interaction (Emotional Intelligence)

Takes and maintains responsibility for actions and impact of selected course of action on others. Handles complexity in the operating environment. Interacts effectively with others to achieve desired outcomes. Demonstrates influencing and communication skills.

Strong. Again, by inheriting the skills and knowledge that enabled SSE to win the Startup Canada 2015 award for Ontario, NewCo is likely generally well-prepared for competencies not specific to the consulting business. Further, SSE has demonstrated this competency in its approach to its present situation, with its staff recognizing cognizantly the limits of the current model and the steps that must be taken to try a new approach.

Continued Learning and Development

Plans self-development and shows track record of personal growth

Strong. It is clear that Marjorie and the other staff of SSE have an autodidactic habit. In our generative workshops with them they have shown tremendous breadth and depth of knowledge, a sign that they are lifelong learners.

As NewCo shows potential strength across the majority of the IMC’s competency areas – and can easily correct itself in those areas we found weakness – it seems internally prepared to be capable of consulting work, especially on the value propositions we have proposed. In addition to consulting, the competencies of the above list also account for the Knowledge reviewing and research key activity we identified. However, to truly succeed (and to grow), NewCo must be prepared to excel at the other key activities we have identified, too. Unaccounted for by the IMC’s rubric are Thought leadership, Networking, and Business development. How can we know if NewCo will be capable of doing those activities? Thought leadership. SSE was recognized for its achievements to date with the 2015 Startup Canada Ontario Award for Entrepreneurship Support, an accolade it shared with two other winners (“SSE recognized as Ontario winner of 2015 Startup Canada Award,” 2015). SSE’s staff also recently presented at the 2016 Intrapreneurship Conference in Montreal (Brans, 2016). Thus, some level of thought leadership already exists with SSE, although effort in this area might be necessary before NewCo is truly recognized for a leadership position in its specialties. If this is the case, NewCo

will have to pursue more speaking opportunities and potentially the development of its own frameworks, tools, and workshops in order to be viewed as a thought leader in the industry. Networking. Time and time again in our workshops and meetings, the network of SSE’s staff and advisors has been lauded to us. We have no objective measure of NewCo’s networking potential, but from a self-reporting perspective, networking is one of SSE’s greatest strengths. Thus, we must conclude that they are capable of this key activity. Business development. Defined as “the creation of long-term value for an organization from customers, markets, and relationships” in Forbes (Pollack, 2012), business development is a critical capacity if a firm hopes to grow. That definition links to the definition of a business model: “the rationale of how an organization creates, delivers, and captures value” (Osterwalder, Pigneur, & Clark, 2010). In other words, business development is the deliberate innovation and implementation of a business model. For SSE, this probably involved developing new programs, hunting for new philanthropic partners, and applying for new grant opportunities. These capabilities generalize somewhat to consulting work in that partnership development and grant-hunting align somewhat with building relationships with potential customers and responding to requests-for-proposals, respectively. Still, business development is likely the “weak link” of NewCo’s chain of key activities as a consultancy.

FINANCIAL FEASIBILITY In order to analyze the financial feasibility of NewCo, it is important to analyze the existing resources at SSE that can be leveraged. This will reduce start-up costs and help establish a manageable structure. Office space, HR, and technology (though some technology might be added for NewCo) are the three such resources that will be used for NewCo and thus their costs remain the same (as projected by SSE 2016 financial statements; M. Brans, personal communication, June 6, 2016) – except that we recommend the addition of one CSR strategy consultant in HR in order to bring in subject matter experience, knowledge, and their clients. According to the breakdown below, the new business will require additional costs that are not coming from SSE. These include marketing costs, business development costs, and travel. The estimates for most of these costs, especially existing costs are from the projected 2016 financial statements of SSE. Other costs are based on market estimates (cf. Sustainability Consultant, n.d.; “How Much Money Do CSR Professionals Make?”, 2012; “What Does an Average Sustainability Consulting Project Cost?”, 2012) Based on the estimated total start-up costs, in order to reach break-even NewCo will have two options in the first year: a minimum of 3.5 client projects at the service fee rate of $60,000 per project; or 10.5 projects per year at the lower tier rate of $25,000. A mix and match of maximum and minimum rates will result in varying numbers of required projects. The best strategy would be to build traction in the market using Marjorie’s and SSE’s existing contacts, enabling the company to reach the breakeven point within two years. In our assumptions for the projections below, we consider 4 projects for the first year and 5 projects for the second year. However, due to competitive markets, NewCo might find it hard to position itself in a unique way to attract high-paying clients.

Assumptions: Key assumptions used in making these projections: • SSE will be utilizing the existing HR, office space, technology and volunteers • There are clients in the market that are willing to start business with NewCo • The inflations rates will remain stable and will not have drastic changes • The existing salaries will remain the same • The existing costs that NewCo will be covering will be a support to SSE in order to cater to its unrestricted expenses • Marjorie will retain her position at the NewCo and will continue to work in the leading capacity

Projected Annual Budget Costs

Qty/Status

Estimate ($ per year)

Salaries

Existing (Support to SSE) + additional $224,080 hire

Office space

Existing (Support to SSE)

$26,561

Travel

$1,000

Marketing: Branding, web development, communications, production costs, and advertising fees

$5,000

Marketing: Business Development, PR

$5,000

Technology, cloud-based software, annual subscriptions

Existing (Support to SSE)

$1,000

Misc. (volunteer meet ups, refreshments etc)

Existing (Support to SSE)

$700

Total Costs

$263,341

Break-even Income

Qty

Rate

Earning per project (plus 4.5% corporate tax)

$30,000/project

Break even revenues

Based on project contracts of $30,000 each, the firm would need to acquire 9 projects annually to break even.

$270,000

SOCIAL BROKERAGE ENVIRONMENT SCANNING & TRENDS ANALYSIS Whether we call it “Capitalism 2.0”, the “Solutions Economy”, or some other term, it is clear that some of our biggest institutions, organizations, and corporations are turning their attention turning towards a triple-bottom line approach to business and social change (Henderson & Malani, 2008; Eggers & Macmillan, 2013). This newfound emphasis on “betterness” in business (cf. Haque, 2011) has provided fertile ground for a multitude of economic and enterprise innovations valuing social benefits in tandem with fiscal returns. Those innovations include social enterprise (cf. “What is a social enterprise?,” n.d.; Murphy & Sachs, 2013), social return on investment (e.g., “Sametrica Training Course Quick Prototype Brainstorming Workbook,” n.d.), and benefit corporations (e.g., Orrick, Herrington & Sutcliffe LLP, 2014). Naturally, as social business grows, so too does its need for resources. This domain is known as social finance (Vargas, 2016). Impact investing – the financing or granting of capital for both financial and social/environmental returns – is one answer to this call (“Impact Investing,” 2016). Impact investments provide a new instrument for both private and charitable investors to fund social initiatives, assessing the success of their investment against a triple-bottom-line. There is some indication that an impact investing trend is but one component of a broader, integrated effort toward extensive social financing called “Solutions Finance” (Vargas, 2016). Another trend delivering capital resources to growing social initiatives is crowdfunding. Indiegogo (indiegogo.com) and Crowdrise (crowdrise. com) are just two examples of platforms connecting crowds and projects, allowing social ventures to take a distributed, internet-based approach to fundraising (many other examples exist; see Thorpe, 2012). Somewhere between impact investors and crowdfunded campaigns are community bonds and social stock exchanges. Community bonds (such as the Centre for Social Innovation’s communitybonds.ca or the municipal-focused neighborly.com) allow an organization to turn their community into their investors. Heralded as a “democratization of finance” by the Centre for Social Innovation, the basic idea is to create legal investment assets for social projects (The Centre for Social Innovation, 2014). Similarly, social stock exchanges parallel their traditional counterparts, except that they allow only social enterprises (Chhichhia, 2015). Each of these trends are in the emergent stages, with prominent examples only appearing in the last five years or so. Clearly, social finance is a verdant environment. SSE’s rich networks and experience in supporting early-stage social startups may lend well to building opportunities in this arena for NewCo. See also Financing for Social Good: A Primer on Impact Investing in Canada, a detailed research report from RBC Social Finance (Harji et al., 2014).

MARKET ASSESSMENT Impact Investing Opportunity: Broker fundraising and investment opportunities between startup social enterprises and potential investors As the impact investing field continues to grow, NewCo may find itself in a unique position between social entrepreneurs and investment opportunities. If the fervor of this field over the past five years is any indication, the social finance market will continue to grow, and startups and investors alike may need advice and networking in order to make sound decisions about their partnerships. Thus, there is an opportunity here for NewCo to emulate traditional brokerage firms in other industries and play a key role in connecting capital to opportunity, generating revenue through brokerage fees on successful investments. Issues and Caveats. This field may be emerging, but it is not underdeveloped. The MaRS Centre for Impact Investing (impactinvesting.marsdd.com) and Purpose Capital (purposecap.com) are two actors who are very well established in the Canadian market. Both play many roles in the sector, doubtlessly including network and investment brokerage (“About the Centre,” n.d., “Job Opening: Senior Consultant,” n.d.). Takeaways. NewCo’s potential strength in this opportunity is to connect very early stage social entrepreneurs and their startups to growth partners, leveraging their connection to a diverse community of emergent entrepreneurs. It is clear, however, that going beyond that very-early-stage role would require competing with exceptionally well-positioned competitors – to do so would require exceptional capacity to match their established expertise, networks, and inertia.

CUSTOMER PROFILES Social Entrepreneurs and Enterprises Customer Profile Key Pains

Key Gains

Spend more time finding funding than working on the purpose of the venture

Investors who care about the true purpose of the Obtain sustainable funding to scale up new initiatives venture

Funders want ownership and direction in the project, detracting from the project’s impact

Unrestricted funding that doesn’t require time/effort to maintain the source

Uncertainty about major decisions

Key Jobs

Value Map Key Pain Relievers

Key Gain Creators

Key Value Offerings

Clarity for financial decisions

Connections to the social investment community

Social investment opportunities

Alleviate effort required for fundraising

Instruction and advice on fundraising options

Grantees and Investors Customer Profile Key Pains

Key Gains

Failed investments (no return; no impact)

Measurable, investments

Key Jobs tangible

impact

observed

from Generate returns on investment or granting portfolio

Find the â&#x20AC;&#x153;bestâ&#x20AC;? funding opportunity available

Value Map Key Pain Relievers

Key Gain Creators

Key Value Offerings

Reduce necessary effort to source new opportunities

Broad and deep knowledge about existing funding opportunities, reducing uncertainty about decisions

One-stop shop for startup social enterprises

B Corps and Traditional Corporations Growing CSR Ventures Customer Profile Key Pains

Key Gains

Key Jobs

Building out new social initiatives when an acquisition would have cost less

High-alignment acquisitions

Create or acquire sustainable social initiatives

Many decisions are high-risk

High-impact acquisitions Excellent PR in response to acquisitions

Value Map Key Pain Relievers Expertise and knowledge of the network reduces the uncertainty of decisions

One-stop-shop approach provides a comprehensive picture of the marketâ&#x20AC;&#x2122;s opportunities

Key Gain Creators

Key Value Offerings A one-stop-shop for merger and acquisition opportunities in social enterprise

CAPABILITIES ANALYSIS Based on what we have observed, to succeed as a brokerage, NewCo needs: • an extensive network of social enterprises/entrepreneurs; • an extensive network of investors/grantees; • an extensive network of corporate partners interested in acquiring or merging with social ventures; • social enterprise expertise to be able to assess the merit of different social ventures; • social finance expertise to be able to advise on the different options available to enterprises and investors alike; • social return on investment expertise would be extremely beneficial, helping investors to make good investment decisions based on the parameters for impact they hope to achieve with their decisions; • an understanding of the legality of social finance opportunities; and • excellent administrative and project management capacity to handle multiple projects and clients at once. We assume NewCo can leverage the networks and expertise in social enterprise of SSE, providing it with a substantial head-start on the networks of social enterprises/entrepreneurs and social enterprise expertise dimensions. The other key resources/activities listed above, however, are currently lacking in SSE’s repertoire as far as our assessment revealed. This means that substantial development of NewCo’s capabilities will be required before the Social Brokerage model can be successfully executed.

FINANCIAL FEASIBILITY Projected Annual Budget Costs

Qty/Status

Salaries Office space

Estimate ($ per year) $250,000

Generalized from SSEâ&#x20AC;&#x2122;s current costs

$26,561

Travel

$1,000

Marketing: Branding, Web development, communications, production costs, and advertising fees

$10,000

Marketing: Business Development, PR

$10,000

Technology, cloud-based software, annual subscriptions

$1,000

Misc. (volunteer meet ups, refreshments etc)

$1,000

Total Costs

$299,561.00

Break-even Income

Qty

Rate

Brokerage fees (5% of each investment deal)

$200,000 each

Break even revenues

$300,000

Assuming a 5% fee, the Social Brokerage model would need 30 $200,000 deals each year to break even.

BUILDING CHANGE AGENTS “But we need to move away from CSR and make it core to the business. To effect change within a multinational you need to create a moral purpose, If you can create a culture around that moral purpose, more social intrapreneurs will occur.” -Univeler’s Global VP of Human Resources, Geoff McDonald (Conniff, 2011)

ENVIRONMENT SCANNING & MARKET ASSESSMENT 1. Social Innovation Gaining Attention With the Ontario Government’s recent announcement of the return of Ontario Social Impact Voucher program for a second year (Ontario.ca, 2016), the social innovation research in colleges and universities receiving nearly $6 million in grants (sshrc-crsh.gc.ca, 2016), the growth of social enterprises and social innovation hubs (including those in universities), the landscape of social innovation is increasingly gaining attention. Caveats. The popularity of social innovation has also created increased competition with organizations that offer social entrepreneurship training and programs. While competing indirectly, there is also growth of massively open online courses (MOOC) from well-known international universities offering courses on the subject matter for free or a very low rate. It is inferred that the rise of social entrepreneurship also has created increased competition for access to grants, which ultimately threatens the financial sustainability of the teaching organizations. Opportunities. The current landscape gives direction to further differentiate NewCo’s offerings that complement’s SSE’s core competencies. The differentiation to extend counterpart programs to social entrepreneurship through social intrapreneurship is ultimately a next best step.

2. Social Intrapreneurship in Canada is at an early emergent stage In September 2015, the launching of League of Intrapreneurs (LOI) in Ontario, Canada, marked a significant milestone showing growing acceptance and need for social intrapreneurs in Canada (League of Intrapreneurs, 2015). Similarly, the recent Intrapreneurship conference events in Montreal and Waterloo this past June is further evidence it’s gaining traction. In the survey, State of Intrapreneurship in Canada, conducted by the Intrapreneurship Conference, it noted that 100% of respondents (400 corporate innovators) think that intrapreneurship is a solid strategy for innovation (Intrapreneurship Conference, 2016). Caveats. In the same survey noted above, some critical factors were identified for intrapreneurship to deliver results: 45% mentioned “management support”, 26% said “entrepreneurial culture” and 24% said the “right people”. The survey also noted that only 16% had intrapreneurship programs in place with 26% supporting it on a case-by-case basis (Intrapreneurship Conference, 2016). The term “social Intrapreneurship” while fairly known in innovation circles, has low awareness in the general working population. Further, there is no consensus on a universal definition but rather many including, “an entrepreneurial individual, within a private company, driving the business towards making social impact while achieving its business objectives” (Conniff, 2011). Or as cited in The Social Intrapreneur. A Field Guide for Corporate

Change Makers, “Someone who applies the principles of social entrepreneurship inside a major organization. One characterized by an ‘insideroutsider’ mindset and approach” (The Social Intrapreneur A Field Guide for Corporate Changemakers, 2008). While Pinchot (1984) defined intrapreneurs as “dreamers who do. Those who take hands-on responsibility for creating innovation of any kind, within a business.” Further to various definitions, individuals enacting social innovation within corporations may only realize they are “social intrapreneurs” when they are made aware of the characteristics and self-identify. They are perhaps more familiar with terms which are linked to social intrapreneurship such as corporate social entrepreneur and it’s domains like corporate social responsibility, sustainability, and social good. Opportunities. The identification of the critical factors in successful intrapreneurship allows NewCo to further understand the landscape and build programming targeted to those individuals and concern areas. Second, the adoption of the term “social intrapreneur” allows NewCo to occupy that leadership space as they continue to build out programs. Already, when searching for the term “social intrapreneur” League of Intrapreneur Canada, Marjorie Brans and School for Social Entrepreneurs Ontario are top, first page results. NewCo should build on this first mover advantage.

3. Medium - Large corporations have most resources, most ready Corporate Sustainability Reporting in Canada suggests that 80% of companies comprising the Toronto Stock Exchange (TSX) composite index include some environmental or social information in their annual or stand-alone Corporate Sustainability Reports, up from 70% in 2005 (Goldenberg, Kamoji, Orton, & Williamson, 2009). What is not clear is how many of these companies are engaged in social intrapreneurship vs. traditional implementation of CSR initiatives which are usually “green” in nature. In Toronto-based Corporate Knights’ annual Global 100, 9 Canadian companies were included among the world’s most sustainable. “The top Canadian company is uranium producer Cameco Corp., which finished at No. 32. It was followed by Teck Resources Ltd. at No. 37, Enbridge Inc. at 46, Telus Corp. at 53 and five others” as noted by Globe and Mail’s Blackwell, (2015). There is a growing acceptance in the for-profit sector for the “triple bottom line” or 3BL (“people, planet, profit”) (Goldenberg, Kamoji, Orton, & Williamson, 2009). As cited in Conniff (2013), Geoff McDonald (Unilever’s Global VP of Human Resources) said: “how are we going to make a social impact, money, grow business, and still be here in 100 years? Social change has to start from a profit model if it’s going to make a lasting difference. I call it capitalism with care...I truly believe it’s the big boys that will change the world, not governments or churches but P&G, Nestle and us. But it must be done in partnership with social enterprises and others to really make the greatest social impact.” Caveats. While medium to large corporations are poised well to undertake social intrapreneurship from a resources and readiness perspective, some of these companies might already have some programs in place. Second, there is a range of medium sized corporations with a range of budgets that allow for varying types of social impact activities. Opportunities. It’s interesting to point out that medium to large organizations cite that “Social enterprises and social intrapreneurs need to seek each other out, using areas of mutual interest as their compass. That Social intrapreneurs have by far the greatest chance to make a social impact at

scale, but it has to be in partnership with social entrepreneurs (Conniff, 2011). What this means is that programs run by SSE have a natural fit with SI programs NewCo can further develop. Second, programming should be based on stage of readiness at which a company is most likely to engage and participate in such programs. If there are existing CSR or social impact programs, then NewCo needs to create plug-n-play type programs which companies can easily deploy.

CUSTOMER PROFILES A. Employees in medium to large corporations

Key Jobs

Stage 1 (Interested)

Stage 2 (Involved)

Stage 3 (Invested)

Pain: My company does not have any CSR or social good program. I’ve always been interested in doing something good for the community and environment but don’t know where to turn. If I find something affordable perhaps I might even convince my manager to pay for it. I’m also busy, I can’t make a big commitment.

Pain: My company has a CSR program but we’re just focused on “green” initiatives which I’ve already participated in a few times. I want something that can directly impact the community around us, I see a need. Maybe something that my company’s resources can be leveraged. I don’t have an idea yet but I’d like to get started.

Pain: Our company has several CSR / Sustainability programs and has given me a mandate to innovate from within. I’ve done a lot of outreach work with charities but I’m not sure about this innovation thing. I’m committed but greatly need guidance so I can learn how to get internal buy-in on my ideas and create the desired impact for my community.

Gain: Allows individuals who have a desire to learn more about creating social impact but are not ready to invest a lot of time or money in a lengthy program. Allows individuals to quickly learn about the basics of social intrapreneurship that it might fuel a desire to participate in the future.

Gain: Allows individuals to participate in a short course that takes them beyond the basics and prepares them to take a lead in their own organizations. Allows them to be introduced to a framework which they can apply their idea to and continue to work on even after the program has ended.

Gain: The fellowship program is for individuals who are serious about their commitment to innovate within their corporations. It empowers the SI’s to create the transformation they have been mandated with through all the tools and methodologies within the program.

Key Value Offerings

Micro Social Intrapreneurship Weekend. A weekend course that introduces individuals to the basics of becoming an SI, this can be a combination of in-class session and onsite community participation if a partner SE is added to the curriculum.

Social Intrapreneurship Intermediate Social Intrapreneurship Fellowship* “Toolkit” Course 6 months long course which is an intensive 4 weeks / 1 month long course that training program that develops skills, mindsets takes the SI beyond the basics and is and behaviours needed to innovate from within introduced to a framework / toolkit for their corporations. innovating from within their companies. They may also be partnered with SEs Method specific courses like Action who may fit their criteria for social Learning for Intrapreneurs* impact.

*Current Programs

B. Key Decision makers in medium to large corporations Stage 1 (Interested) Stage 2 (Involved) Stage 3 (Invested) Key Jobs

Pain (Medium Co.): We don’t have resources to invest in a full CSR / social impact program. We can only afford to participate in a few initiatives each year. Not really sure we know what Social Intrapreneurship means. Admittedly our knowledge of CSR is limited as well.

Pain (Medium or Large Co.): We have a budget for CSR programs, or even have a departments for it but it’s so daunting to choose which ones align best with our corporate values and make a valuable impact in the community.

Pain (Large Co.): We already have many CSR programs and we constantly evaluate them. We’ve been hearing a lot about Social Innovation but need help on how to deliver it within the context of our company’s mandate and values.

Gain: “plug-n-play” programs have given us an easy way to integrate Gain: Gain awareness and a good a social impact program in our understanding of SI and what it can do organization. for their company. Have an initiative that is within budget and leaves room for exploration as to what they can do to create social good.

Gain: SI Custom training has really given our employees a formalized way to guide them with their mandate. We also “look good”, we’re attracting more employees and clients because of the SI program.

Key Value Offerings

Speaker* + Workshop Combo: A half day speaking engagement that includes participatory exercises relevant to the understanding of Social Intrapreneurship within corporations. Method specific courses like Action Learning for Intrapreneurs* Companies can also provide ALFI classes for their employees. The Executive Sponsor

Plug-n-play Short Programs:

Custom Training: Customized training specific to the company needs and employee Packaged programs that teach the basic mandate. skills and toolkit for companies that are ready to try social intrapreneruship Monthly Meet-ups (Membership) within their organization. Facilitated monthly meet-up for current SI’s Monthly Meet-ups (Membership) who need constant support. Membership fee applies. This can be a joint effort with League Facilitated monthly meet-up for current of Intrapreneurs. SI’s who need constant support. Membership fee applies. This can be a The Executive Sponsor joint effort with League of Intrapraneurs. Mentorship and modelling for senior manager The Executive Sponsor to enable their employees to become SI’s.

Mentorship and modelling for senior managers to enable their employees to Mentorship and modelling for senior become SI’s. manager to enable their employees to become SI’s.

CAPABILITIES ANALYSIS SSE has proven methodologies in training social entrepreneurs through their various programs, this expertise in teaching a holistic approach that includes changing mindsets, behaviours and skills can easily be leveraged to train intrapreneurs in medium to large corporations. What is required, is a slight shift from a programming methodology focus to understanding the opportunities in the market, specifically the mindset and the readiness of potential customers and to offer programs suited to where they are in their intrapreneurship journey. To succeed with Building Change Agents as a Social Intrapreneur program provider, NewCo needs: ●

To leverage SSE’s extensive network of social enterprises/entrepreneurs in order to create suitable pairings with for-profit corporations

●

An extensive network of for-profit companies to reach potential clients interested in developing innovation within their organization

●

A deeper market knowledge of the readiness of medium-large for-profit corporations in order to create meaningful programs that fill in the gaps in the marketplace.

●

An amendment to current curriculum and program offerings to fit within the readiness scale of individuals and corporations.

●

An excellent administrative and project management capacity to handle multiple programs and clients at any given time.

●

A dedicated marketing and sales process to claim this leadership space and take advantage of the first mover advantage.

We assume NewCo can leverage the networks and program knowledge of SSE, providing it with a head-start on program creation and reach of potential customers. Further, SSE’s association with League of Intrapreneurs (LOI) can benefit NewCo as a partner in lead generation and LOI’s members’ need for support and formal training.

FINANCIAL FEASIBILITY Projected Annual Budget Costs

Qty/Status

Estimate ($ per year)

Salaries

Adapted from SSE’s current costs

$150,000

Program Cost

Adapted from SSE’s current costs

$66,500

Program Creation

Adapted from SSE’s current costs

$30,000

Marketing and other fees

Adapted from SSE’s current costs

$10,000

Technology, cloud-based software, annual subscriptions

$1,000

Total Costs

$257,500

Break-even Income

Qty

Rate

Micro SIF weekend ($75/per person based on 30 students)

$2250

$22,500 (10x/year)

SIF Intermediate “Toolkit” Course ($800/peron based on 30 students)

$24,000

$72,000 (3x/year)

SIF Fellowship

$150,000 (1x/year)

SIF Plug-n-Play

$2,000

$8000 (3 clients/year)

SIF Speaker + Workshop ($950 / half day)

$950

$5,700 (6x/year)

Break even revenues

$258,200

COLLABORATIVE CONSULTANCY ENVIRONMENT SCANNING & TRENDS ANALYSIS Representing nearly 40% of the workforce, freelance will become mainstream Increasingly, contractor positions are being held by the best and brightest. Harvard Business Review recently called this phenomenon “The Rise of the Supertemp.” These days, even professionals like attorneys, CMOs, and consultants with world-class training are choosing to work independently (Schrader, 2015). There are many reasons why the independent working culture is on the rise, some of the reasons include shifting economic conditions, corporate downsizing, employee dissatisfaction, etc. (Schrader, 2015) There are 53 million people doing freelance work in the US – 34% of the national workforce. People who freelance contribute an estimated $715 billion in freelance earnings to the America’s economy (Matthews, 2014). There are now more ways to work remotely than ever before, from devices, apps, and other personal technology that lets us communicate with one another from virtually everywhere. But there’s another kind of technology that plays an arguably bigger role—platforms designed to match companies with talent. The new freelancer economy with independent workers are increasingly strategic, experienced, and professional. They want more flexibility than a traditional employee, opening up opportunities for new businesses to emerge and models to serve this rising need of the market (Schrader, 2015). Caveats. While the new industry with freelancers and independent workers may provide possibilities for new business ideas to emerge, an online service to serve this need may not be uniform across all sectors, as much as this is a promising opportunity for new businesses to innovate, it may take a while to catch up. Opportunities. One of the main challenges for most freelancers or contractors is the business development and ensuring ongoing project pipeline. The online platforms can provide the rising clan of freelancers an opportunity to connect with people and claim new business opportunities.

Future-focused approaches to problem solving in connected communities on the rise Due to the increasing market turbulence, companies, organisations and individuals need to tune their actuation forms so that they can prevail. It is particularly essential to create alliances and partnerships for collaborative problem solving (Oliveira & Camarinha-Matos, 2010). In collaborative problem solving, the individuals join together to find a solution acceptable to both. It entails redefining the problem, discovering novel alternatives and focusing on overlapping interests. Neither person capitulates or dominates the other. No one loses or gives in because both parties benefit. This is often called a win/win way of dealing with conflicting needs. It has been found to be successful with an extraordinarily high percentage of typical problems, which occur between people (Willihnganz, n.d.). By “expanding the pie”, with more options to collaborate, we end up with fair agreements that potentially meet more of our needs and are “win-win”

rather than “win-lose”; This approach also creates greater satisfaction for all of the parties and promotes a foundation for future problem solving that is respectful and energizing rather than negative and depleting (Windle & Warren, n.d.). Caveats. In a professional setting, opening such an opportunity for collaboration is an uplifting concept, although it is still considerably new and hasn’t been tested against the time. Contracts and agreements will have to be set in place with clearly defined rules of engagement for such a collaboration to occur in an online setting. Opportunities. Digital technologies play an increasingly critical role in shaping and supporting an effective 21st century (Brett O’Riley et al., 2014). Vibrant design with technology-rich, cyber-safe learning environments providing ease and flexibility to serve multiple learning and problem solving contexts, including one-to-one, small groups, (Brett O’Riley et al., 2014) collaborative and community engagements can serve as a fertile background for cross-pollination, exchange of information and perspectives, unlimited opportunities for enhanced creativity and innovation.

Large companies will organize around the worker and hire freelancers “The workforce of the past was organized around company. The workforce of the future is organized around the worker. If we can’t find the right people, it’s going to hurt our bottom line.” (Chauncy Lennon, MD and Head of Workforce Initiatives, Global Philanthropy at JPMorgan) If large and innovative companies want to recruit the top talent of tomorrow, they’re going to need to be open to hiring freelancers, as fewer millennials and even Gen X-ers are willing to commit to one company (“The top 10 freelance trends of 2016,” 2015). Caveats. Insurance and security against non-payment will need due consideration while setting up an online payment portal for industry of entrepreneurs, solopreneurs, etc. at the same time, ensuring value co-creation and co-delivery to the companies hiring talent or collaborating on projects. Opportunities. A one point stop for collaboration across corporations, entrepreneurs, intrapreneurs and solo-preneurs can make it easier for the companies to hire new talent in their sector. The platform can offer companies with a variety of options, to either turn towards a community of consultants for advice or invest in new startups, or simply register their employees to upgrade skill sets, etc. A unique platform developed to match talent, expertise or projects with the companies looking to hire, consult or invest can provide large corporations with flexibility and ease.

MARKET ASSESSMENT There are a number of platforms for freelancers to work online (peopleperhour.com, elance.com, etc.), but there is none for a community of Entrepreneurs, Intrapreneurs or consultants to collaborate on projects online. This provides an exciting opportunity for NewCo to be a brand for Collaborative Problem solving, by connecting talent to the customers, and charging a small fee for each transaction similar to any online platform for freelancers. SSE can capitalize on their core-competencies of delivering skill enhancement courses and programs to this community, at the same time being a hub for connecting people across the community.

This can be effectively done by designing a default option for entrepreneurs, intrapreneur, consultant, corporations, or baby boomers on the platform to upgrade their skills through SSE (or brand NewCo) offered courses, and earn badges/ certificates to increase outreach to their prospective clients and improve their ranking (to build trust and credibility) on the platform.

CUSTOMER PROFILES

Key Pains

Key Gains

Key Jobs

Consultants

Entrepreneurs

Intrapreneurs

Access to customers,

Limited access to investors,

Lack of clarity and Limited access to access to frameworks / interesting projects to toolkits/skill upgrade for create social impact. innovating from within the companies.

Knowledge and updates on ongoing and Limited access to emerging trends affordable and reliable skills base (Freelancers) to work on projects, need for advice/ consultancy on managing finances, legal assistance. Ongoing projects to work Affordable and trustworthy advice on on. financial, legal jobs. Access to entire community of consultants Access to/ pairing and prospective clients. with freelancers to work on specific tasks based on available budgets.

Upgrade knowledge and skillsets. Access to entire community of Intrapreneurs

Investors

Pairing up with promising projects to deliver maximum return on Investments.

Philanthropists/ Baby Boomers Meaningful use of free time and years of experience

Corporations Creating social impact and hiring credible talent. Access to trustworthy consultancy services.

Access to customers in need of experienced advice and mentorship.

Access to talented and competitive pool of prospective employees, freelancers, social enterprises to work on project based commitments. One point stop for advice, consultancy, knowledge upgrade, community network

Access to a community of entrepreneurs and prospective partners/ clients. Provide consultancy, Run an enterprise with Work from within their Investing in promising Advising and Creating maximum collaborate on projects to minimum resources to companies to create projects mentoring new talent social impact with deliver value. deliver maximum value social impact. minimum investments.

Value Map

Key Pain Relievers

Key Gain Creators

Key Products and services

Consultants

Entrepreneurs

Intrapreneurs

An online community of consultants to collaborate with or take on independent projects posted by clients.

An online community of freelancers, projects posted by clients, consultants for financial, legal or business strategy advice.

An online community of Access to upcoming Intrapreneurs to network talent and enterprises with and compare to invest on ranking and badges.

Crowdsourcing/ access to micro-funds. Detailed profile Profile to apply or visible to bid for projects. prospective clients. and Trending news and Networking opportunity.

Skills Upgrade, Workshops, Community conferences, Online study material, Ranking, rating and reviews from clients. Secured payment portal.

Raise funds online for a project, bid for investments, detailed profile of freelancers with reviews and ratings.

Community forums, Online Workshops and tutorials.

Philanthropists/ Baby Boomers An online community of advisors and consultants to collaborate on interesting projects.

Corporations

Skills upgrade programs Competitions and and customized courses listing of all interesting to access based on their projects time availability.

Listing of jobs and projects looking for experienced advice.

Upgrade Skills Section of the Website will be dedicated to programs and courses designed to meet specific needs of the intrapreneurs designed by NewCo based on their years of experience in the field.

Job boards and Profile (Reviews, ratings and ranking by clients)

Access to credible and trustworthy network of prospective employees and consultancy services with detailed profile and reviews & ratings. A collaborative platform to access consultants, talented freelancers, and resources for their intrapreneurs.

Ranking and badges from NewCo based on acquired skills.

Investors

Self organised listing of projects ranked by the community with ranking based on its uniqueness and features.

One point stop to access services and human resource to create social impact.

Badges based on Competitions on acquired skills and business ideas run by rating from NewCo NewCo on various socially relevant topics.

CAPABILITIES ANALYSIS Thought leadership, Training and delivering custom-fit education programs SSE’s programs are known for their flexibility as SSE staff work to understand the needs of their students and adapt curricula accordingly. Likewise, by training their students to learn whatever it is they needed to be successful social entrepreneurs, SSE is likely to have picked up a substantial amount of knowledge as well. This seems to be SSE’s core competencies and any program or model capitalizing on their strength to deliver quality education with customized solutions to various customer segments should fall under their capacity to deliver. Hence we assume, they are capable of building a progressive curriculum to match the needs of their customer segments.

Engagement Management and Networking NewCo seems to have a potent network of helpful advisors and experienced entrepreneurs ready to assist the organization with anything it needs. Time and time again in our workshops and meetings, the network of SSE’s staff and advisors has been lauded to us. We have no objective measure of NewCo’s networking potential, but from a self-reporting perspective, networking is one of SSE’s greatest strengths. Thus, we must conclude that they are capable of this key activity. SSE’s capabilities and experience in this sector does show a lot of promise to successfully run such a business model, although SSE lacks capacity in web-development and online network management, which may be their weakness for operating such a business. They may need to hire webdeveloper and partner with IT consultants to help them manage and run the online platform for collaboration.

FINANCIAL FEASIBILITY Projected Annual Budget Costs

Qty/Status

Estimate ($ per year)

Salaries

Existing (Support to SSE) + additional $224,080 hire

Office space

Existing (Support to SSE)

$26,561

Travel

$1,000

Marketing: Branding, Web development, communications, production costs, and advertising fees

$40,000

Marketing: Business Development, PR

$5,000

Technology, cloud-based software, annual subscriptions

Existing (Support to SSE)

$1,000

Misc. (volunteer meet ups, refreshments etc)

Existing (Support to SSE)

$700

Total Costs

$295,341

Income

Quantity

Revenues

Brokerage fees (5% on each transaction; assume $30,000 per project)

$75,000

Membership Fees (Individual; $600 annually)

150

$90,000

Skills Upgrade Packages ($750 per package)

100

$75,000

SKills Upgrade Package + Membership (for companies; $20,000 for 100 employees annually)

$60,000

Break-even revenues

$300,000.00

The breakeven point is reached in the above mix of offerings with some effort. These assumptions mean Community Consultancy would need 150 members taking 100 skill upgrade sessions each year and three corporate customers purchasing business packages. This collective would need to obtain 50 collaborative projects (assuming $30,000 per project) annually.

APPENDIX 3: CHANGE PROPENSITY GENERATIVE EXERCISE QUESTIONS Change Awareness: Create an object or a character that best describes how your organization searches for opportunities for brand renewal and product innovation. Tell us about your creation Does your organization have people responsible for regularly assessing the market for new opportunities and market changes?

Change Agility: Create an animal to best describe how agile your organization is. Tell us about your creation. Create a picture or an object that best describes how effective your organization is at delivering changes envisioned by your decision makers. Tell us about your creation.

Change Reaction: Create an object, animal or character that best represents how effectively you and other decision makers at your organization assess risk and manage unplanned change? Tell us about your creation. How well does your organization respond and react to crisis?

Change Mechanisms: How flexible or inflexible are your structures and systems to adapt and support the implementation of change? Create an object that best represents this flexibility. Tell us about your creation.

ANALYSIS Leadership Strengths Powerful Networks. This drawing depicts SSE’s powerful staff at the centre of massive, vibrant networks. Pierre, a member of SSE’s advisory committee, spoke highly of the SSE staff’s capacity to reach different markets and partners through these networks.

Agile and responsive. In response to the prompt “Create an object or a character that best describes how your organization searches for opportunities for brand renewal and product innovation”, Pierre created this monkey figure. In explanation, he asserted that SSE is very nimble and curious, jumping about from idea to idea.

Steering despite the winds and currents of change. Pierre created this ship when tasked with describing how the organization handles risk and unplanned change. He described an environment with many winds and currents, suggesting that SSE is under many influences, but argued that when it mattered the organization was able to steer the ship towards a single goal.

Positive attitude and mindset. Despite the tremendous pressure of their circumstances and the decisions they have to make, each member of the team reacts to the difficult questions we ask with positivity and charm.

Leadership Weaknesses Going in circles. Andrea, SSE’s Director of Operations, drew this looping diagram when talking about how the group’s focus on consensus and openness to ideas can sometimes lead them to go in circles. She said, “look at the criteria, think about it, look at more criteria.. There’s a lot of thought that goes into activities. We often come to a consensus. Sometimes we go around too many times like a roundabout, and we just need to get off the ramp sometimes.”

Starfish or spider? Marjorie expressed concern for the organization’s resilience with this spider. Referencing The Starfish and the Spider (Brafman & Beckstrom, 2008), she worries that the organization might be too top-down at present, and if it lost key members it would not be able to regrow.

Structural constraints and precarity. In response to the prompt “How flexible or inflexible are your structures and systems to adapt and support the implementation of change?”, Marjorie designed this compound illustration. The Jell-o represented SSE’s flexible, squish-able ideas, able to fit in many places. The bowl shows the current shape SSE’s potential impact is being forced to fit. Finally, the bowl balances tediously on a stick, one that could tip at any time, destroying SSE and its programs.

Leadership Opportunities Feeling for opportunity. Andrea created this squid with long tentacles to represent the organization’s approach to new directions. She suggested the many staff and volunteers have very active networks, and SSE as a whole is constantly feeling for new ideas and opportunities through them.

Permission as hot fire. Marjorie described SSE’s current situation with this flame. They have been given permission to explore the potential of this new venture, but they have a deadline – she argued that this permission is like a hot fire, fueling their exploration and encouraging quick action.

Leadership Threats Catching ideas too early. In parallel with the network metaphors described above, this net depicts how SSE’s approach to development sometimes backfires. The goal, argued Marjorie, is to cast about and catch ripe ideas – but sometimes SSE’s net is too fine and they pursue ideas that are not yet ready to be put into practice (the yellow and red items here).

Burned by their urgency. Marjorie’s opportunity of permission is also a threat. If the fire burns too hot, she suggested, it could burn them with devastating consequences.

The influence and interfaces of outside forces. Regardless of their audacious capacity and their willingness to adapt to their environment (represented by the various patterns of pink cards in the structure pictured here, where the ball objects represent SSE fitting into the context), Andrea said that “sometimes there are outside forces and issues beyond their control they must adapt to as well – often these things are urgent and require rapid response.” These forces – the green card – can be difficult to respond to quickly enough for SSE to find success.

APPENDIX 4: CHANGE ASSESSMENT SURVEY Survey structure: Survey participants select one of the following for each of the questions below: 1: Strongly disagree 2: Disagree 3: Not sure 4: Agree 5: Strongly agree

Communication/feedback loops • The purpose or rationale for change is clearly communicated. • We have clear communication channels to allow for ongoing feedback and/or information sharing as we develop new initiatives. • We actively seek input from key stakeholders and decision-makers concerning challenges, expectations, and innovations. • Processes are in place to document or report on our progress in making change work. • We will have a chance to “rehearse” new ideas through practice, simulations, or visualizing the change. • We have a plan to recognize key milestones with celebrations, rewards, or other acknowledgement.

Attitudes

• The vision for change is agreed upon by all key stakeholders and decision-makers. • Our stakeholders and decision-makers have a clear definition of the change necessary for our organization. • I don’t expect any resistance from stakeholders, decision-makers, or other concerned parties about this change. • There is a clear alignment between our vision for change and our ultimate goal. • The intended change is consistent with our current culture. • The intended change is consistent with our current structure. • We have a plan to manage any resistance to change.

Conditions • The goals of our stakeholders, decision-makers, and partners are aligned with the goals of change. • The ongoing change will be well-managed. • The scope of the change is clearly understood by all affected people, groups, and systems. • The necessary results have been quantified and articulated as objectives and indicators. • Supporting policies and strategies are in place. • Our organizational culture and structure has a history of supporting stakeholders and team members through change. • Human resource policies, practices, and processes will support the change.

Resources • Appropriate resources needed to make the change work are allocated. • There are organisational, project, or program management tools or frameworks in place to plan, execute, and monitor the change. • There are enough staff in the right places and if not, a hiring plan is in place. • Finance and other necessary resources are available or likely to become available. • Steps are taken to ensure that we have the knowledge, skills, and abilities necessary to make the change work. • Overall, my organization leads, manages, and supports change effectively. • Comments?

Change Assessment Survey Results Refer to this Likert Scale graph to help interpret results:

1. The purpose or rationale for change is clearly communicated. (5/5 answered, Average: 4/Somewhat Agree) • 3 answered somewhat agree (60%) • 1 answered not sure (20%) • 1 answered strongly agree (20%) 2. We have clear communication channels to allow for ongoing feedback and/or information sharing as we develop new initiatives. (5/5 answered, Average: 3.80 / Somewhat Agree) • 2 answered not sure (40%) • 2 answered somewhat agree (40%) • 3 answered strongly agree (20%) 3. We actively seek input from key stakeholders and decision-makers concerning challenges, expectations, and innovations. (5/5 answered, Average: 4/Somewhat Agree) • 3 answered somewhat agree (60%) • 1 answered not sure (20%) • 1 answered strongly agree (20%)

4. Processes are in place to document or report on our progress in making change work. (5/5 answered, Average: 3.20/Not Sure) • 4 answered not sure (80%) • 1 answered somewhat agree (20%) 5. We will have a chance to “rehearse” new ideas through practice, simulations, or visualizing the change. (5/5 answered, Average: 3.20/Not Sure) • 4 answered not sure (80%) • 1 answered somewhat agree (20%) 6. We have a plan to recognize key milestones are recognized with celebrations, rewards, or other acknowledgement. (5/5 answered, Average: 3.20/Not Sure) • 3 answered not sure (60%) • 1 answered somewhat disagree (20%) • 1 answered strongly agree (20%) 7. The vision for change is agreed upon by all key stakeholders and decision-makers. (5/5 answered, Average: 3.40/Not Sure) • 4 answered somewhat agree (80%) • 1 answered strongly disagree (20%) WW 8. Our stakeholders and decision-makers have a clear definition of the change necessary for our organization. (5/5 answered, Average: 3.60/ Somewhat Agree) • 2 answered strongly agree (40%) • 1 answered strongly disagree (20%) • 1 answered not sure (20%) • 1 answered somewhat agree (20%)

9. I don’t expect any resistance from stakeholders, decision-makers, or other concerned parties about this change. (5/5 answered, Average: 3.20/ Not Sure) • 3 answered somewhat agree (60%) • 1 answered strongly disagree (20%) • 1 answered not sure (20%) 10. There is a clear alignment between our vision for change and our ultimate goal. (5/5 answered, Average: 3.60/Somewhat Agree) • 2 answered somewhat agree (40%) • 1 answered somewhat disagree (20%) • 1 answered not sure (20%) • 1 answered strongly agree (20%) 11. The intended change is consistent with our current culture. (5/5 answered, Average: 4.60/Strongly Agree) • 3 answered strongly agree (60%) • 2 answered somewhat agree (40%) 12. The intended change is consistent with our current structure. (5/5 answered, Average: 3.40/Not Sure) • 3 answered not sure (60%) • 2 answered somewhat agree (40%) 13. We have a plan to manage any resistance to change. (5/5 answered, Average: 2.80/Not Sure) • 3 answered not sure (60%) • 1 answered strongly disagree (20%) • 1 answered somewhat agree (20%)

14. The goals of our stakeholders, decision-makers, and partners are aligned with the goals of change. (5/5 answered, Average: 3.60/Somewhat Agree) • 2 answered strongly agree (40%) • 1 answered strongly disagree (20%) • 1 answered not sure (20%) • 1 answered somewhat agree (20%) 15. Ongoing change will be well-managed. (5/5 answered, Average: 3.00/Not Sure) • 3 answered not sure (60%) • 1 answered somewhat disagree (20%) • 1 answered somewhat agree (20%) 16. The scope of the change is clearly understood by all affected people, groups, and systems. (5/5 answered, Average: 3.00/Not Sure) • 5 answered not sure (100%) 17. The necessary results have been quantified and articulated as objectives and indicators. (5/5 answered, Average: 3.20/Not Sure) • 2 answered not sure (40%) • 2 answered somewhat agree (40%) • 1 answered somewhat disagree (20%) 18. Supporting policies and strategies are in place. (5/5 answered, Average: 3.20/Not Sure) • 3 answered not sure (60%) • 1 answered somewhat disagree (20%) • 1 answered strongly agree (20%)

19. Our organizational culture and structure has a history of supporting stakeholders and team members through change. (5/5 answered, Average: 3.40/Not Sure) • 2 answered not sure (40%) • 1 answered somewhat disagree (20%) • 1 answered somewhat agree (20%) • 1 answered strongly agree (20%) 20. Human resource policies, practices, and processes will support the change. (5/5 answered, Average: 3.20/Not Sure) • 4 answered somewhat agree (80%) • 1 answered strongly agree (20%) 21. Appropriate resources needed to make the change work are allocated. (5/5 answered, Average: 2.80/Not Sure) • 3 answered not sure (60%) • 1 answered strongly disagree (20%) • 1 answered somewhat agree (20%) 22. There are organizational, project, or program management tools or frameworks in place to plan, execute, and monitor the change. (5/5 answered, Average: 3.40/Not Sure) • 3 answered not sure (60%) • 2 answered somewhat agree (40%) 23. There are enough staff in the right places and if not, a hiring plan is in place. (5/5 answered, Average: 2.20/Somewhat Disagree) • 2 answered somewhat disagree (40%) • 2 answered not sure(40%) • 1 answered strongly disagree (20%)

24. Finance and other necessary resources are available or likely to become available. (5/5 answered, Average: 3.20/Not Sure) • 2 answered not sure (40%) • 2 answered somewhat agree(40%) • 1 answered somewhat disagree (20%) 25. Steps are taken to ensure that we have the knowledge, skills, and abilities necessary to make the change work. (5/5 answered, Average: 3.60/Not Sure) • 3 answered somewhat agree (60%) • 2 answered not sure (40%) 26. Overall, my organization leads, manages, and supports change effectively. (5/5 answered, Average: 4.00/Somewhat Agree) • 3 answered somewhat agree (60%) • 1 answered not sure(20%) • 1 answered strongly agree (20%)

APPENDIX 5: GENERATIVE ENVIRONMENT SCANNING WORKSHOP WITH SSE For an inward-looking-out perspective to support the foresight components of our business model fit assessment, we conducted a generative workshop with SSE staff and alumni. Below are the results of the workshop. Note, of course, that these signals, trends, and drivers are purely speculative and should be evaluated with rigour before used to support foresight-based strategy.

SIGNALS SOCIAL • First SI Conference in Canada • Globally Transmitted disease • Urban vs. rural divide • Ubiquity of social media (primary news source)

TECHNOLOGICAL

• Abundance of Tech • Drones for mail / delivery • Self-driving cars • Too many apps • Virtual niche communities • Genetically modified foods • 3D printing • DIY culture • Explosion of digital tools • Market of 1 technology - e.g. personalized medicine

ENVIRONMENTAL

• Bikes (more bike lanes, more bikers) • More focus on solar, renewable energy • Organic, vegan, patronage of local farms

ECONOMIC • Rise of Condominiums • UN proposal of replacing GDP with other metrics • There are 10,000 Social Enterprises in Ontario • Focus on MaRS • Focus on Transit • Toronto and Vancouver Housing Costs (rise) • More Impact investors • Alibaba • Uber • Online crowd funding • Global sourcing and manufacturing • Diminishing returns of capitalism • Decreased tax based plus capital flight

POLITICAL • Brexit • Right Wing wins in Europe • ISIS ascent • Ontario new social enterprise strategy • Donald Trump + Bernie Sanders (Rise) • Government funding social innovation projects and research

VALUES

• Occupy Movement • Ethnic / Sectarian strife • Millennial desire to “be the man” and not to work for “the man” • Maker Movement (DIY) • Indigenous peoples focus • Community health focus

TRENDS: • Democratization of technology / technical production • Democratization of capital access • Rise in precarious employment and gig? economy • Rising income inequality • Slower economic growth worldwide • Rise of reactionary, conservative voices • Increasing support of Social Enterprise mechanism

DRIVERS: • Triple bottom line focus • Digital literacy and skills - 21st Century requirement • Customization (from one size fits all) • Internet 2.0 shifts balance of power from institutions to citizens (greater transparency and accountability for government and corporations) • Fast pace of technological progress • Increased productivity • Decoupling of production from physical economy • Change in ratio of humans and capital (fewer humans needed) • Globalization • Canada’s aging population • Rise of Innovation hubs • Capitalism 2.0 • CSR 2.0

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