SOCIAL INNOVATIONTOOLKIT

RYSLINGE INNOVATIONSHØJSKOLE, FALL 2012

Dear Agate, Christian, Dagna, Eva, Hjalte, Kristian, Lasse, Marie, Mette, Michael, Niklas, Pauls, Rene Kim, Rune, Simon, Thomas, Messi, David, Madra and Seun,

Thank you for a great week together! It has been a pleasure working with you and we are happy to have gotten to know you.

In just 5 days you have invented creative solutions that help solve some of the challenges we face today in society. But coming up with ideas is just the start. In fact, the actual work of innovation lies ahead of you, or whoever takes on your ideas. Innovation is the succesful implementation of new ideas in a system or context. The road is made by walking.

Whether it will be you or someone else who takes on making your ideas become reality, we really encourage you get the ball rolling. Your ideas are original and have the potential to reduce food waste and feed the hungry at the same time, to inspire unemployed and give them hope and confidence to take action, to bring local communities togeth-er and make people less lonely, and to give those of us who don’t have a lot of money (but are sexy) a platform to share tips and tricks to make life easier.

This document is a sum up of our week and a collection of the tools and methods we’ve used together. We hope this can be a help and can serve as a resource for you in the future.

You are always welcome to get in touch with us at:peter@creature.dkpernille@creature.dkthor@creature.dk

See you again next time somewhere out there. Good luck to all of you!

WHAT IS SOCIAL INNOVATION?

“Social innovation refers to new strategies, concepts, ideas and organizations that meet social needs of all kinds - from working conditions and education to community development and health - and that extend and strengthen civil society.”

- Wikipedia

”Social innovation is how cities, national governments and businesses solve compelling challenges facing society – such as urban growth, traffic congestion, an ageing population, chronic disease or unemployment – by designing and developing new and more effective approaches.”

- British Council

“Social Innovation is new ideas that work to meet pressing un-met needs and improve people’s lives.”

- The Young Foundation

“What characterizes social innovations is their ultimate goal of creating sustainable, large scale, systemic, social and societal changes.”

- Per Krull

Social business models:(according to Per Krull)

- based on collaboration- many revenue streams- engaging design- strategic adaptation

WHAT DOES SOCIAL INNOVATION LOOK LIKE?

People

Planet Profit

THE THREE BOTTOM LINES OF SUSTAINABILITY

Hvor mange penge du tjener

Hvo

r st

or p

osit

iv e

ffek

t du

har

på

sam

fund

et

Hobby “Business as usual”

NGOs, frivillige organisationer Social innovation, social business

Specialisterne

Challenge: People with autism (asf) need jobs and a higher degree of inclusion in society.

Solution: Creating jobs for people with autism and similar challenges. Turning their “disadvantage” into an advantage.

Business model: Sales of IT services B2B, internships “Specially designed youth education”, clari-fication of working ability of people with asf for the municipality, areas that require a high degree of attention to detail, strong logical and analytical thinking, diligence and a zero tolerance for error in business operations including testing of critical business IT systems, programming, data conver-sion, filing, data logistics and data recording.

Peepoo

Challenge: Today, more than 2.6 billion people lack access to basic sanitation. At this moment, 40% of the world’s population lack access to even the simplest latrine.

Solution: Peepoo is a personal, single-use, self-sanitising, fully biodegradable toilet that prevents faeces from contaminating the immediate area as well as the surrounding ecosystem. After use, Peepoo turns into valuable fertiliser that can improve livelihoods and increase food security.

Business model: Peepoo is sold directly to beneficiaries in urban slums are often price-supported by private or governmental donors. This keeps the price at a level that is feasible for purchase by people living at the bottom of the economic pyramid.

CASES

Freebikes

Challenge: Westafrican students need bicycles, Danish students need bicycles and advertising needs to look good.

Solution: Mobile advertising providing danish students with free bikes and donating bikes to AfricansFreeBikes is an innovative advertising media build on a good cause. They connect consumers with advertisers to create commercials that matter. After one year send the bikes to Westafrican stu-dents, who without the bike would not be able to go to school.

Business Model: The budgets for advertising are paying for bikes, both for the Danish and for the African students.

Baisikeli

Challenge: In Denmark we throw away a lot of bikes per year. In Afrika bikes are crucial to make lives function: Bike ambulances, bikes for carying goods to market, personal transportation. The world needs more people using bikes instead of cars.

Solution: Baisikeli is a company focusing on expanding cycling culture, both at home in Denmark and in developing bicycle nations. We build new and use recycled bicycles and components tailored to the local environment in the hope to bring easier transport to all.

Business Model: Udlejning af cykler til firmaer/ turister. Salg til private. Brugte cykler sendes til afrika til baisikeli værksteder hvor de bygges om til at matche afrikanske behov.

Bybi

Challenge: Bees need beekeepers, people with social issues need “soft” jobs. The world needs the bees.

Solution: Training former homeless people and asylum seekers in the art of Beekeeping. These people maintain the system and production of hives and honey.

Business Model: The beehives are placed with companies and organisations that support the cause, from there the bees collect nectar and create the honey and when ready the honey is collected and sold back to the companies and organisation who then give away or sell the honey and “cash in” on the good story.

I NTENTIOND ESIRED O UTCOMEA GENDAR ULES & ROLEST IME

Location: Context map

Politica

l

Fina

ncial

Technolo

gical Environmental

Physical

Social

Break it down and explore - what factors have an impact on the challenge you’re trying to understand?

Get the overview - what is the problem?Landscape: Problem statement

Imagine you are journalists in the future, maybe 3-5 years from now, and your project or solution has made it to the headlines - what is the story? (www.grove.com)

NEGATIVEBRAINSTORMINGGive it your worst - What is the absolute most horrible way things could turn out?

100 ideas in 10 minutes - no time to evaluate your idea before you say it, just go!

IDEAS!

GOOD

GREAT

CRAZY

Are your ideas good, great or crazy? How would your good ideas look like in a great version? Could any of your crazy ideas become reality in a slightly less insane version?

Out of the box

Pick your 10 greatest ideas or insights so far and discuss what the whole picture looks like. Merge ideas, choose ideas, evolve ideas until you have a concept draft. Look at your concept draft from the perspectives of what it is, does, can and wants. Write it down.Definition: DNA

CONTEXT DECONSTRUCTION /MIND MAPPING

The situation or context you want to understand better (place yourself in it take it all in and write it down)

What you seeWhat you hear

What you feel

What you tasteWhat you smell

What you experience

What you sense

BLACK BOOK:Write down everything that annoys you when you go somewhere. Chances are, you are not the only one it annoys, but maybe other people just didn’t take the time to write it down and think about it. Everything that is not realy working is a possibility for innovation.

RELATIONAL MAPPING

Think about not only what elements a certain context consists of (for example people, objects, websites etc.), but also how they relate to each other. What can you learn from looking at the rela-tions? Where are the interesting points in map you have created?

PROTOTYPING

Make you concept concrete and tangible. Engage in dialogue with your prototypes. What can you learn? What are you missing? How could you improve your concept? Quantity over quality! Make them quick and dirty!

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

For whom are we creating value?Who are our most important customers?

What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?

What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

Day Month Year

No.

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Lay out the path - What does the road to making your idea become reality look like? Define the goals, the stages, the tasks, the team and the success factors and challenges. (www.grove.com)