scaling up development learning innovations and the open learning campus

Scaling up Development

Learning Innovations and the Open Learning Campus

Scaling up Development

byDr. Zeena Johar

Ashoka Fellow 2013 | Aspen Fellow 2014 | Yale World Fellow 2015

Our story• Identifying a problem

• Hypothesizing a solution

• Scaling the solution

Key lessons to scaling an enterprise • Congruence Model (Strategy vs. Execution)

• Managing Culture

• Supply vs. Demand (Marketing)

Objective

Our story• Identifying a problem

• Hypothesizing a solution

• Scaling the solution

Key lessons to scaling an enterprise • Congruence Model (Strategy vs. Execution)

• Managing Culture

• Supply vs. Demand (Marketing)

Objective

The Indian Reality!

1.2 Million 400,000

80% 30%

We need..We have …

Doc

tors

Hos

pita

ls

Medical Infrastructure in Urban India

Urban Indian Population

Diabetes Cervical Cancer RTA World Capital!

!!

Our five innovationsLeveraging 700,000 Indian

medicine physicians

Bridge Training Program

Technology enabled (Android Phones + HMIS)

Proprietary Community Engagement Model

100+ standardized clinical protocols

8 years | 10 Rural Clinics | 75,000 patient visits

Our story• Identifying a problem

• Hypothesizing a solution

• Scaling the solution

Key lessons to scaling an enterprise • Congruence Model (Strategy vs. Execution)

• Managing Culture

• Supply vs. Demand (Marketing)

Objective

Change

Adaptabilit

y

Stages of Growth

Markets and Innovation• Dynamic Conservatism: As an organization you do everything, not to change.• Explore (Newer Business Avenues) Exploit (potential of a company)

New Customer / Market

Existing Customer / Market

Incremental Architectural Discontinuous

INNOVATION

Customer / Market Segment

Clayton Christensen’s Disruptive Innovation

Within an organization

Moving away from conventional organizations to start-ups that redefine the market

Competitive Business Strategy

A strategy is an integrated set of choices

which positions a firm in an industry so as

to generate superior financial returns over

the long run.

Internal Activities

External Environment

Competitive Dynamics

Business Strategy vs. Operating SystemBusiness Strategy Operating System

Congruence Model• Strategy• Structure*

• Work• People• Culture• Performance

Software

Har

dwar

e

TasksInterdependenciesLinking Capabilities

Operating ValuesNorms

* Structure: Transitioning from a Business Strategy to an Operating Model

Building Blocks of an Organization

Leadership

Strategy Execution

Core Values

Innovation & Organizational Effectiveness: Learning Model

Leadership

Values

Marketplace Insights

Strategic Intent Business Design

Innovation Focus

Talent

Critical TasksInter-

dependencies

Formal Organization

Culture

Strategy Execution

Market Results

Gap

- Performance- Opportunity

Strategic Insight Strategic Execution

Creating Value

Capturing Value

Sustaining Value

- Supply side interventions- Technology enriched solutions- Addressing a specific customer

need – access, affordability etc.

- Marketing product to target audience (Customer Awareness)

- Facilitating purchase

- Customer Satisfaction- Product support, and follow-up- Business model innovation to

continuously meet customer needs

Innovation

New Product

Marketing Plan

Marketing Strategy

Logic for Marketing Systems

CustomersUnmet or latent needs

CollaboratorsShared interests

CompetitorsVulnerabilities

Company’sCore Competency

What value do we create?

Segment Market into

Groups

Select a Target Market - Product

- Price- Placement- Promotion

Position

How do we capture a share

of the value?

Managing teams & Organization Culture

Mod

ular

/ P

oole

dSe

quen

tial

Reci

proc

al /

Co

llabo

rativ

e

Senior Leadership- Words- Action- Consistency

SelectionOrientation

TrainingPromotion

Values Norms Behavior

Symbolic Actions

InvolvementVivid

Examples

Rewards

Cultu

re

Where does culture come

from?

Strong Culture

Weak Culture

Rule Book

Informal Learning

Formal Learning

Strong culture is a Gigantic Source of Competitive Advantage (Bureaucratic Control vs. Social Control)

** Nodes within Social Networks in an organization determine the underlying power dynamics within an Organization.

Insolate & Fire

Move & Train

Manage with Courage

Promote

Organizational Fit (Culture) vs. Performance

Organization fit with Culture & ValuesLow High

Perf

orm

ance

Low

Hig

h

Managing Innovation along with Scale

An Ambidextrous Organization

Operational Focus

Efficiency

Better Process

Small Changes

Today

Tactics

Operational Metrics

….Managing Multiple Streams of Innovation

The challenge is not ONE culture, but multiple cultures and multiple

structures with different processes, values, and performance metrics.

Fiduciary Responsibilities - Leadership

Duty of care: Diligence in decision making; taking actions, exercising oversight for the benefit of the corporation and its shareholders.

Duty of loyalty: Forbearance from pursuing personal interests at the expense of the corporation or its shareholders.

Duty of candor: Accurate and timely disclosure of material information relevant to the affairs of the corporation and its shareholders.

* Candor: the quality of being open and honest in expression; frankness.

Key Lessons Clearly identify & quantify the problem (need!) & customer segment

Build a coherent & cohesive business strategy

Clearly translate business strategy into executable goals

Build laser sharp focus on the business model & Unit Economics

Identify & map competencies of core team to key business values & goals (Performance Management System), including measurable social impact indicators

Pilot key interventions to gain market insight before mainstreaming for scale

Spend time understanding the customer, develop exclusive focus on ‘demand stimulation’

Be adaptable & agile towards evolving customer needs

Explore both organic & in-organic growth options (partnerships, Joint Ventures)

Most importantly – Believe in your mission & social impact. Embrace challenges with grace & humility!

Thank-You!

Dr. Zeena JoharEmail: zeena.johar@gmail.com