APS1015 Class 5 - Intervening in Systems
- 1. APS 1015: Social Entrepreneurship Class 5: Intervening in Social Systems Monday, October 7, 2013 1 Instructors: Norm Tasevski (norm@socialentrepreneurship.ca) Assaf Weisz (assaf@socialentrepreneurship.ca)
- 2. © Norm Tasevski & Assaf Weisz Agenda • Recap of Gap Analysis (last class) • Your Systems • Overview of Systems Interventions • Break • Business Modeling 101 • Next week 2
- 3. © Norm Tasevski & Assaf Weisz 3 TYPES OF SYSTEMS Fragile Resilient Anti-fragile
- 4. © Norm Tasevski & Assaf Weisz Opportunity Indicators 1. High margins 2. Stagnation – old, dinosaur industries 3. Intermediaries 4. Rapid change in adjacent domains (tech, economics, etc. ) 5. Tyrannical control 6. Pent up unhappiness! 7. What bugs you? 8. Things everyone believes
- 5. © Norm Tasevski & Assaf Weisz Summarizing Your System Maps
- 6. Intervening in a System 6
- 7. © Norm Tasevski & Assaf Weisz Let’s Play A Game IFTTW
- 8. © Norm Tasevski & Assaf Weisz High Margins If you spot this, what are your options?
- 9. © Norm Tasevski & Assaf Weisz High Margins If you spot this, what are your options? • Use technology, methodology, or business innovation to undercut the margin • Educate the market
- 10. © Norm Tasevski & Assaf Weisz Stagnation If you spot this, what are your options?
- 11. © Norm Tasevski & Assaf Weisz Stagnation If you spot this, what are your options? •Learn from global change leaders •Identify the root cause of stagnation – may be political, etc. •Brand differently •Develop a new solution, may need to be for new customers
- 12. © Norm Tasevski & Assaf Weisz Intermediaries If you spot this, what can you do?
- 13. © Norm Tasevski & Assaf Weisz Intermediaries • Bring the two sides together! • Become an intermediary yourself
- 14. © Norm Tasevski & Assaf Weisz Rapid Change In Adjacent Domains If you spot this, what can you do?
- 15. © Norm Tasevski & Assaf Weisz Rapid Change In Adjacent Domains If you spot this, what can you do? • Accelerate the change! • Identify the incumbent’s profit incentives
- 16. © Norm Tasevski & Assaf Weisz Tyrannical (Oligopoly) Control If you spot this, what can you do?
- 17. © Norm Tasevski & Assaf Weisz Tyrannical (Oligopoly) Control If you spot this, what can you do? • Offer a non-certified solution (coursera) • Use a different platform (mpesa) • Tap into discontent (Wind)…shame them!
- 18. © Norm Tasevski & Assaf Weisz Things Everyone Believes If you spot this, what can you do?
- 19. © Norm Tasevski & Assaf Weisz Things Everyone Believes If you spot this, what can you do? • Experiment!
- 20. Break 20
- 22. Business Plans v Models Are small and visual (1 page with about 10 supporting pages) Are big and complex (often 50-100+ pages) Cover many topics (business description, financials, marketing strategy, HR strategy, Operations Strategy management team, etc, etc, etc) Business Plans Business Models Focus on a few topics (Will you make $$? How do the pieces fit together?) Take weeks/months to create Take a few days (possibly hours) to create Are necessary for investors, funders, business partners, etc Feed the business plan!!
- 28. • Physical • Intellectual • Human • Financial
- 33. WHAT ARE THE NEXT STEPS?
- 34. © Norm Tasevski & Assaf Weisz What did we learn? 34
Editor's Notes
- #35: NORMFocus on the distinction between entrepreneur and enterprise