Table 1: Performance criteria accross the four lensesTable 1: Performance criteria accross the four lenses
This version of the table shows performance criteria across, with the lenses in column.
The content however is absolutely identical to table 2.
Click on any link below to expand the particular cell.
- Integrate social stakeholders into mainstream markets.
- Integrate market players into social sector.
- Increase interaction and dependence among all stakeholder groups.
- Influence market player behaviors.
- Use stakeholders as resources.
- Seek resources that facilitate or enhance stakeholder engagement.
- Become part of the mainstream market.
- Stay away from resources that hinder stakeholder engagement.
- One-size-fits-all resource requirements hinder access to poorer clients.
- Use market research to further understand root causes of social problem.
- Develop technology appropriate to social context.
- Develop processes that support the use of sustainable resources.
- One-size-fits-all technology can limit access to harder-to-reach clients.
- Risk of falling for the innovation smokescreen (“new is better”).
- Change perceptions about who the stakeholders are.
- Engage mainstream market channels to blur the lines between stakeholder groups.
- Use social marketing techniques to counter damaging marketing messages.
- Excessive use of business jargon might alienate your core stakeholders
- Capture stakeholders' spending power.
- Engage donors in a longer-term investment approach.
- Use stakeholders to diversify human resources.
- Be mindful that increased integration might forfeit traditional fundraising channels.
- Engaging in market mechanisms means less time for traditional fundraising.
- Retain market wealth-creation at the source.
- Turn social challenges into wealth-creation opportunities.
- Make resources more scalable and renewable.
- Use market research to improve knowledge of resource availability.
- Develop appropriate technology to manage resources renewably.
- Research the potential of less coveted/more available resources.
- Be wary of over promising and under delivering.
- Research requires upfront investments and associated financial risks.
- Promote a culture of self-worth among social clients.
- Be honest about successes and failures when promoting risk-taking.
- New business culture might cause the loss of existing human resources.
- Leverage stakeholders’ knowledge and skills by promoting the concept of “user-led innovation”.
- Increasing stakeholder engagement required accepting slower stakeholder-driven trial and error processes.
- Mobilize resources that directly support knowledge development.
- Use valuation techniques to account for the hidden costs of resources.
- Those not wanting to support development costs are not suited for innovation.
- Development of appropriate technology.
- Conduct a down-market needs analysis.
- Develop more efficient supply chain models.
- Promote work ethic among social clients and internal stakeholders.
- Promote a mindset in support of knowledge sharing.
- Be mindful of the fact that promoting a more competitive business attitude might impede efforts to promote knowledge sharing.
- Engage stakeholders in devising a coherent shared value system.
- Use stakeholder choice as an adaptability mechanism.
- Use a distributed approach that support grassroots innovation.
- Be mindful not to create a culture in which traditional social work is seen as a dead-end, undermining social staff morale.
- Take into consideration the inherently restricted nature of particular resources.
- Increase your focus on client needs instead of funder needs.
- Be aware that increased requirements for financial returns might have a counter-effect on building a more flexible culture.
- Conduct ongoing market research to inform responses to emerging trends and opportunities.
- Use business performance monitoring and information management practices to improve risk analysis and implementation strategies.
- Be aware that temporary setbacks and risks inherent to the “trial and error” process central to research and innovation will trigger pressure to come back to a low-risk, more predicable charity mindset.
- Encourage a more competitive organizational environment to increase watchfulness and reduce resistance to change.
- Implement results-oriented, decentralized management practices to support creativity and initiative.