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1、J. Gregory DeesBeth Battle AndersonCenter for the Advancement of Social EntrepreneurshipDuke UniversityThe Fuqua School of BusinessQQ空间 http:/www.6665.ccStep 1:Assess the Opportunity:Should we consider scaling out at this time?Step 2:Define the Innovation:Do we have anything truly worthy of scaling

2、out?Step 3:Identify Promising Paths:Can we scale out our innovation effectively?Step 4:Develop an Action Plan:What steps do we need to take to pursue our chosen path?yesyesyesScale DeepEnhance ReadinessTest and RefineFind a PartnerEnhance ReadinessnononoIMPACT“Scale Out”: Spread impact to new commun

3、itiesNEED in other communitiesNEED in home community“Scale Deep”: Increase impact in home communityIf there is need at home and in other communities, how do we decide where to focus our efforts scaling deep or scaling out? Can we do both well? What: Defining the Social InnovationLowHighDegree of Spe

4、cificityForm of InnovationArticulate Social Impact TheoryIdentify Core ElementsAssess for RobustnessAssess TransferabilityStep 3: Identify a Promising PathDefine Form and Specificity no yeshighlowDefining your innovation will most likely be an iterative process as you test and refine your social imp

5、act theory and the transferability of different forms and degrees of specificity.ProgramsActivitiesIntermediate OutcomesIntendedImpactAssumptionsAssumptionsAssumptionsEnvironmentPrinciplesOrganizationEase of AdoptionLowHigh“Universal” ApplicabilityLowHighLocal Distribution ChannelsAssess Costs and B

6、enefits of Coordination Determine ReadinessEvaluate Channel TradeoffsFive RsReceptivityReadinessResourcesRisksReturns Moving to the right on the matrix createsGreater Resource Requirements from the Central OrganizationIncreasing Organizational RisksHigher Threshold for Organizational ReadinessWhy wo

7、uld you ever move in this direction?Dissemination AffiliationBranchingMoving to the right on the matrix is appropriate whenLow Receptivity Exists Despite NeedHigh Risks to Society of Incorrect ImplementationPotential for Significant Returns from CoordinationDissemination AffiliationBranchingTransfer

8、ability of InnovationLowHighLowHighDemand in New MarketsRisks to SocietyRisks to your OrganizationIs your innovation difficult to implement? What are the risks of incorrect implementation?The risk of incorrect implementation should decline as you move towards greater central coordination, but the or

9、ganizational risks increase.ManagingQualityFosteringLearningCapturingEconomiesBuildingBrandGREATERIMPACT?Transferring IntangiblesCapturing EconomiesFostering LearningManaging QualityBuilding BrandGREATER IMPACT?How could a strong brand be valuable? Could it facilitate faster adoption? Attract resour

10、ces? Provide clarity to potential clients?How critical to your social impact theory are intangible elements such as culture, tacit knowledge?What economies of scale or size might you be able to capture?How important is ongoing learning and innovation in your model? Are you still testing and refining? How can you assure learning is shared across locations? How great is the need for quality control? How complex is your innovation? How high are the risks of implementation mistakes? How costly could they be?Will coordination on any of the following dimensions produce greater impact?