Ideo RF Guide

FOR SOCIAL IMPACTDESIGN FOR SOCIA MPACT DESIGN FORSOCIAL IMPACT DE
HOW-TO GUIDE
DESIGN FOR SOCIAL IMPACT
DESIGN FOR SOCIAL IMPACT DESIGN F SOCIAL IMPACT DESIGN FOR SOCIAL I PACT DESIGN FOR SOCIAL IMPACT DE GN FOR SOCIAL IMPACT DESIGN FOR CIAL IMPACT DESIGN FOR SOCIAL IMP T DESIGN FOR SOCIAL IMPACT DESIGN OR SOCIAL IMPACT DESIGN FOR SOCIA MPACT DESIGN FOR SOCIAL IMPACT D SIGN FOR SOCIAL IMPACT DESIGN FOR OCIAL IMPACT DESIGN FOR SOCIAL IM ACT DESIGN FOR SOCIAL IMPACT DES N FOR SOCIAL IMPACT DESIGN FOR SO AL IMPACT DESIGN FOR SOCIAL IMPA DESIGN FOR SOCIAL IMPACT DESIGN F R SOCIAL IMPACT DESIGN FOR SOCIAL
D E AR CO LLE AG U E S ,
As people concerned with the need for signi cant social change, we believe in the power of design thinkinga human-centered approach to problem solving and innovation. We know what it takes to be innovative. Weve seen the amazing solutions that smart people and savvy methods and tools can yield. As we hear more and more about poverty, climate change, and diminishing resources worldwide, we cant help but to think about how we can help effect change.
How can we harness the passions and talents of designers in our rms to address some of the worlds largest problems? How can we continue to do what we do best while having a signi cant positive impact on the world? As Bruce Nussbaum wrote in a Business Week column, Its great design that can solve social as well as economic problems. They (designers) took the methodology of product design and applied it to services. Now they are moving beyond that to systemizing design methodologies for all kinds of arenas, including social problems. What better way to deal with the health care crisis than to use design? Designers have always strived to create positive social change and IDEO has been no different. Our learning journey has taken us a long way and has brought us in contact with countless inspiring people. We continue to explore new directions and nd new ways to apply design thinking.
At IDEO, weve built initiatives around both design for social impact and design for environmental impact. And for us, design for social impact also entails creating transformational change in communities. Our focus is on under served and disadvantaged lower income communities worldwide. We are excited about our increasing involvement in this space and look forward to working with all of you as we bring human-centered design to bear on some of the worlds largest problems.
Best regards,
Tim Brown CEO, IDEO
DESIGN BY : FIDEL CALDERON
CONTENTS
DESIGN FOR SOCIAL IMPAC T
What is Design for Social Impact? Contributors to this Book
7 8
DESIGN PRINCIPLES
Provide Value Be Focused Set Up for Success 5 Design Challenges
12 20 26 36
MODES OF E N GAG E M E NT
Summary of Offerings Modify the Way You Work Educate Others Develop Networks Identify Funding Streams Modify Your Structure
40 42 64 78 88 100
I N S P I R AT I O N
Case Studies Stay Informed
110 116
INTRODUCTION
With a new focus area on innovation, The Rockefeller Foundation is exploring new avenues for social change. One promising area is design and how the design industry can play a larger role in the social sector. This How-to Guide and the accompanying Workbook are written for design rms that are interested in joining in conversation. The Rockefeller Foundation invited IDEO to conduct this exploration starting in February 2008. We spent the rst two months interviewing people involved in social sector work. We had inspiring discussions with foundations, social entrepreneurs, NGOs, professors, writers, students, designers, and consultants. The conversations examined the role design could play in this sector, how design rms might work with social sector organizations, and how we could maximize our impact in this space. Observations and interviews were conducted in ofces, at conferences, and on the phone, and brought the team to Bangalore, Bombay, New York, Oxford, Palo Alto, Pune, San Francisco, and Seattle.
HOW TO USE THIS BOOK
This book is intended for design rms of any size or type. Some of the ideas are larger than any one rm would take on alone; others are straightforward enough that any of us can implement them immediately. The How-to Guide offers principles of design for social impact and a menu of offerings for types of social impact engagements that might make sense for your rm. The accompanying workbook consists of a set of exercises to complete alone or to prompt discussions with your team. When engaging with the workbook, you will be prompted to undertake a decision-making process that will help you determine what having social impact can mean for your rm.
The consistent message has been YES. Yes, design thinking has a lot to offer, and many of our potential partners are very excited to see us become more engaged. The challenge is how. How can design rms make social impact work a core part of their business? How can we collaborate with organizations that are highly resource constrained? How can we redesign our offerings to become more accessible to social sector organizations? This initiative is focused on the process around doing this work, rather than the content of the work itself. We have seen a growing interest on the part of some foundations to fund design and innovation projects for themselves or for their grantees. Our hope is that once we as an industry demonstrate the value of design thinking, corporations and social sector organizations will develop an appetite for funding this work as well. Getting involved in social impact work is a journey and we hope that this How-to Guide and the accompanying Workbook can speed the process along for all of us.
The Rockefeller Foundation
Design for Social Impact: How-to Guide
WHAT IS DESIGN FOR SOCIAL IMPACT?
S O C I A L I M P A C T A S A C O N S I D E R AT I O N
Social impact applies to a broad spectrum of contexts. To designers, it is about the impact of products or services on individuals and groups of people. We look at the broader impact of all of the design work we undertake. We think about balancing the needs of the individual with the needs of the overall community. On every design project, we can consider the triple bottom line and take into account social, environmental, and economic impacts.
S O C I A L I M PAC T A S TH E I NTE NTI O N
While it is extremely important to take into consideration the social impact of all projects, the focus of this How-to Guide is on offering different modes of engagement to partners and clients to build a portfolio of projects that creates positive social change in communities.
A S TA R T I N G P O I N T F O R D E S I G N F I R M S
When starting a social impact initiative, it is advisable to declare a speci c intention. Design and innovation can play a large role in many complex problems, including education, distribution, water, energy, healthcare, and job training. Design rms are able to work in a variety of different contextsurban, rural, rich, poor, domestic, and international. Each individual design rm must de ne its own area of focus in order to develop depth and use resources wisely. At IDEO, after many internal and external conversations, we have decided to focus our efforts within social impact on projects with organizations that create transformational change in under served and disadvantaged communities. These design projects can be sponsored by a variety of types of clients in the private, public, and social sectors. In selecting partners for this work, the focal point is on the impact that can be created. Likewise, the scope of a project must be intentionally tailored to achieve the desired impact.
CONTRIBUTORS TO THIS BOOK

During the course of this exploration, the team met with a number of people who represent different stakeholder groups on the topic of design for social impact. These conversations served as the basis for identifying best practices as well as words of wisdom for new players coming into this arena. We are grateful to all of them for sharing their wise input.
FUNDERS
DESIGN FIRMS
Acumen Fund Ashoka B Corporation Draper Richards Foundation Endeavor The Bill & Melinda Gates Foundation Good Capital The Rockefeller Foundation The Skoll Foundation The World Bank
IMPLEMENTERS
ARTI Benetech Better World Books d.light D-Rev IDE Industree Kickstart Medicine Shoppe PATH Scojo Foundation Unitus
THINKERS
Celery Design Collaborative Design Continuum Design Directions Design That Matters Dissigno Elephant FL!P Design frog design Human Factors International IDEO Idiom Design and Consulting MetaDesign Smart Design Turner Duckworth ziba
C O N S U LT I N G F I R M S
Boston Consulting Group Bridgespan Central Of ce Katzenbach Partners Monitor Institute On-Ramps Social Enterprise Group
David Bornstein David Green Global Social Business Incubator Industrial Design Centre IIT NID Bangalore Srishti School of Art, Design and Technology Stanford d.School Symbiosis Institute of Design
DESIGN PRINCIPLES D PRINCIPLES DESIGN P DESIGN PRINCIPLES D PRINCIPLES DESIGN P DESIGN PRINCIPLES D PRINCIPLES DESIGN P DESIGN PRINCIPLES D PRINCIPLES DESIGN P
P R O V I D E VA L U E BE FOCUSED SET UP FOR SUCCESS
Demonstrate the Value
Stay on Target
Train Appropriately
The design principles on the following pages came from the people interviewed for this project. These are the guiding principles for working with social sector clients.
Cause Transformational Change Mind the Gap
Conserve Energy
Optimize for Impact Know the Players Demand Skin in the Game
10
Design Design for for Social Social Impact: Impact: A How-to Guide
11
PROVIDE VALUE
$
Demonstrate the Value Cause Transformational Change Mind the Gap
12
13
P R OV I D E VA L U E
D E M O N S T R AT E T H E VA L U E
C A U S E T R A N S F O R M AT I O N A L CHANGE
DEMONSTRATE THE VALUE

Design thinking can make a big contribution to the social sector, but most of our potential clients are unfamiliar with what we as design thinking can do. When communicating our offerings, we must demonstrate the value of our approach. Because resources in this sector are so limited, we need to justify the impact of an investment in a design projectis it more impactful than spending the money in other ways? As one design rm said, I felt guilty charging non-prots for our work; they could buy goats instead and save lives.
MIND THE GAP
CONSIDER
Teaching your approach (through workshops) Raising awareness of design through educational institutions Collaborating as an industry and referring opportunities to each other to raise all boats
14
15
CAUSE TRANSFORMATIONAL CHANGE

Design rms must choose project opportunities based on the potential for real impact. It can be a challenge to choose between the innovation needs of a single organization (too limited in scale?) with projects that are more broadly targeted at an entire sector (too generic?). We were warned that there are two types of people: those who get stuff done, and those who talk about it to look good.
MIND THE GAP
CONSIDER
Being smart and selective about your partners Identifying design-ready organizations that can make use of your contributions Measuring impact without burdening partners with the collection of metrics that arent core to their goals Scoping projects with impact in mind and using something like Acumen Funds BACO (Best Alternative Charitable Option) calculation
16
17
MIND THE GAP

Great concepts and great vision are not enough to make an impact. Many start-ups and NGOs are extremely resource-constrained and are unable to follow through on overly conceptual designs. Designers must recognize the challenges around implementation and deliver comprehensive prototypes with clear implementation plans.
MIND THE GAP
CONSIDER
Providing plans that take into consideration the clients capabilities Being strategic about who to engage with and when Leveraging your network to create implementation partnerships
18
19
BE FOCUSED
Stay on Target Conserve Energy
20
21
BE FOCUSED
STAY ON TARGET
In our conversations with funders, implementers, and consultants, one piece of advice was offered again and again: be focused. Every design rm needs to determine its own particular focus. Choosing rsthand the intended areas of impact, the desired types of partners, and the project offerings will increase the likelihood that you will work on your dream projects.
S TAY O N TA R G E T
CONSERVE ENERGY
CONSIDER
Staying true to your core offering Communicating your focus clearly Declaring a mission and sticking to it
22
23
BE FOCUSED
CONSERVE ENERGY
The social sector is a huge space with millions of large and small players. Because business development (BD) costs can be high in proportion to the size of projects, design rms must focus their efforts. Narrowing your scope will allow you to develop depth in specic areas where you believe you can create the most impact. Many rms have multiple interests and have a hard time limiting their focus. Clarify your offerings to avoid confusion within your rm and with potential clients.
S TAY O N TA R G E T
CONSERVE ENERGY
CONSIDER
Maintaining focus for BD efforts and employee time Saving BD costs by standardizing proposals and contracts for small projects
24
25
SET UP FOR SUCCESS

Train Appropriately Optimize for Impact Know the Players Demand Skin in the Game
26
27
SET UP FOR SUCCESS
TRAIN A P P R O P R I AT E LY
OPTIMIZE FO R I M PAC T
TRAIN APPROPRIATELY
While a fresh eyes perspective is a valuable way to uncover new insights and ideas, we must not have nave bug eyes. Passion and enthusiasm are not enough to have impact, and can result in unintended outcomes. Design rms should invest in hiring and training staff to do social impact projects, and should provide cultural and situational information and briengs to project teams who are working in unfamiliar environments.
KNOW THE P L AY E R S
DEMAND SKIN IN THE GAME
CONSIDER
Providing country and sector briefings to teams at project onset Ensuring at least one team member has experience in the context of the project Being humble and leveraging the experiences of others within and outside your firm
28
29
SET UP FOR SUCCESS
OPTIMIZE FOR IMPACT

Design rms should think about creative ways to reduce project costs by being efcient in project activities. Narrowing the scope of the project can often serve as an effective lever to increase efciency. Good communication is critical, but is not to be confused with impact. One NGO warned us, I need a tangible outcome. Powerpoint does not help me.
CONSIDER
Producing compelling deliverables in a way that doesnt add excess time or cost Resisting the temptation to up-sell potential clients on full-scale projects Clarifying with your team and the client upfront about what impact will look like
30
31
SET UP FOR SUCCESS
KNOW THE PLAYERS

Working with social sector clients is different to begin with, and not all social sector clients are alike, e.g., a social entrepreneur will vary greatly from an established charity. We must tailor our way of doing business appropriately. Third-party payer systems in which foundations fund projects for their grantees create a host of new challenges. As we heard from one foundation, Foundations are brokers or facilitators, not end clients. Designers must learn to speak the language of social sector clients and communicate their passion for this work.
CONSIDER
Modifying contract templates for foundations and NGOs Building relationships with a network of experts and other people involved in the social sector Consolidating social impact BDbuilding a focused team to work on developing these projects
32
33
SET UP FOR SUCCESS

Pro bono engagements should be an exception rather than the rule. We do better work when we are paid because we can apply the time and other resources to do an exceptional job rather than applying less experienced people in their spare time. Our clients value the work more when they pay for it and will dedicate the necessary resources to make it succeed. As a management consulting rm advised, Be explicit about who the client is. Watch for scope creep from clients who arent paying for services.
CONSIDER
Preparing an agreement letter with non-paying clients authorizing their commitments of time and money Requiring clients who cant afford your fees to commit in other ways (ie. bartering, or putting in their time)
34
35
DESIGN CHALLENGES
HOW MIGHT YOU MODIF Y THE WAY YOU WORK? EDUCATE OTHERS? DEVELOP NETWORKS? IDENTIF Y FUNDING STREAMS? MODIF Y YOUR STRUCTURE?
The guidance underlying the design principles points to the following ve challenges.
36
37
MODES OF ENGAGEMENT ENGAGEMENT MODES OF MODES OF ENGAGEMENT ENGAGEMENT MODES OF MODES OF ENGAGEMENT ENGAGEMENT MODES OF MODES OF ENGAGEMENT ENGAGEMENT MODES OF MODES OF ENGAGEMENT ENGAGEMENT MODES OF
Modify the Way You Work Educate Others Develop Networks Identify Funding Streams Modify Your Structure
The following 28 ideas are different ways a design rm might engage to have social impact. Many of us have been doing some assortment of these for years. Other ideas may currently seem out of reach for many of us. Use the accompanying workbook to help you navigate these offerings and consider which may be the best ones for your rm.
38
The Rockefeller Foundation Design Design for for Social Social Impact: Impact: A How-to Guide
M E M E M E M E M E
39
M O D E S O F E N GAG E M E NT
The following pages describe each of these offerings in detail. Each offering is placed in relation to the others to compare the relative investment size, bene t to the rm, and potential for social impact. These assessments are meant to be generic and will likely need to be adjusted in one dimension or more to t the context of your rm.
M O D I F Y T H E W AY Y O U W O R K
E D U C AT E O T H E R S
1 2
Concept incubation Design + implementation
44 46 48 50 52 54 56 58 60 62
1 2
d.school .in/.za Empathy eld trips
66 68 70 72 74 76
3 Business as usual 4 Scale to t 5 Process guide 6 Sabbatical 7 Catalogue of design challenges
3 Design certi cation 4 Intern hosting 5 Publishing 6 Process workshop
8 Project scoping 9 Design review 10 Concept brainstorm
BENEFIT TO THE FIRM
S O C I A L I M PAC T
DEVELOPING NET WORKS
IDENTIFY FUNDING STREAMS
1 2
Industry Pact Local partners
80 82 84 86
Design industry fund
90 92 94 96 98
1: S O C I A L I M PAC T
INVESTMENT SIZE
2 Fundraising 3 Cross-Subsidies 4 3 rd party sponsorship 5 Project nancing
3 Design competitions 4 Contribute to existing networks
M O D I F Y YO U R S T R U C T U R E
Social impact relates to the capacity of this type of work to create positive social change on communities and individuals. 102 104 106
2: BENEFIT TO THE FIRM
1 2
.org .in/.za
3 Center of excellence
Bene t to the rm includes tangible benets such as pro t as well as intangible benets such as reputation, morale, and building expertise.
3: INVESTMENT SIZE
Investment size is related to how much the rm will have to commit to in relation to how much return they will see. Investment includes time and money commitments and represents how much the design rm has to put in to make it work.
40
41
MODIFY THE WAY YOU WORK

M O D I F Y T H E WAY Y O U W O R K
DESIGN + I M P L E M E N TAT I O N
BUSINESS AS USUAL DESIGN REVIEW
BENEFIT TO THE FIRM
S A B B AT I C A L PROJECT SCOPING
SCALE TO FIT CONCEPT BR AINSTORM PROCESS GUIDE CONCEPT I N C U B AT I O N
C ATA L O G U E O F CHALLENGES
Concept Incubation Design + Implementation Business as Usual Scale to Fit Process Guide Sabbatical Catalogue of Challenges Project Scoping Design Review
INVESTMENT SIZE
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
O R G A N I Z AT I O N
CONCEPT INCUBATION
Identify the challenges at hand, brainstorm and prototype solutions, then start to build a business model or the appropriate partnership to do so.
WHEN THIS WORKS
TIPS
Strong partnership in target geography Deep understanding of issues and region Enough expertise to choose the right opportunities
Build expertise before diving in Spend time identifying needs before deciding on a concept Focus on high growth opportunities
Very satisfying for the team Great opportunity for impact Dont have to wait for the dream client
High risk Have to fund it or find funding Longer-term commitment
QUESTIONS
WHO IS DOING THIS
Do you have the expertise to build businesses? Do you have the patience to work on such an extended time scale?
Design that Matters Dissigno d.School - Design for Extreme Affordability PATH
BENEFIT
I M PAC T
44
45
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
DESIGN + IMPLEMENTATION
Carry on beyond design to ensure the concepts move forward. Create an ecosystem to ensure implementation.
WHEN THIS WORKS
TIPS
Willing and capable clients Strong implementation partners Designers who will work on the project for a long time
Partner with manufacturers, supply chains, distributors, etc. who want to have impact Partner with VCs to fund work Partner with management consulting or marketing firms to get the products or services to market
Higher level of engagement improves likelihood of success More satisfying for all participants to go to market Bridge implementation gap
Very expensive projects Difficult to manage partners: its demanding Very time consuming Hard to staff part time for a long time
QUESTIONS
WHO IS DOING THIS
Do you have the expertise to mind the gap between design and implementation and support it through to fruition? Do you have the network to support implementation?
Benetech IDEO
BENEFIT
I M PAC T
46
47
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
BUSINESS AS USUAL
Carry out full scale, normal project work at full fees.
WHEN THIS WORKS
TIPS
Access to third-party funding from foundations, the government, or Multinational Corporations (MNCs) Credibility with foundations Existing corporate clients with desire to move into emerging markets
If working with multiple parties (e.g. funding foundation and social enterprise) clarify who the client is Make sure all parties have an investment in the project. Whether its time or money
Easy to implement Easy to get internal buy-in Profitable Increases the perceived value of the work Doesnt place atypical constraints on a team
Third-party payer system can get messy Less accessible to many social sector organizations Very few organizations can pay full design fees Potential perception of overcharging clients with limited resources
QUESTIONS
WHO IS DOING THIS
Are you willing to limit yourself to only full-scale engagements? Do you have clients who can pay your standard rates for social impact work?
Design Continuum frog design Mile7
BENEFIT
I M PAC T
48
49
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
SCALE TO FIT
Optimize. Narrow the scope of the project and/or the process to provide a lower-cost offering.
WHEN THIS WORKS
TIPS
Enough experience is available to be ef cient Having something to cut that reduces project cost ( exible margin or modular approach) Client has capacity for followthrough and implementation
Identify areas for cost reduction (project coordinator, travel, deliverables) Consider a smaller team size Consider focusing efforts to apply one speci c capability to a project, such as communication design or mechanical engineering
More affordable and accessible Increases the pool of potential clients Quickly imparts experience with a variety of clients
May have to make trade-offs/ sacrifice quality Potentially reduces impact Not as profitable
QUESTIONS
WHO IS DOING THIS
What can you cut and still deliver value? Are you willing to change your process for social impact projects?
Design Continuum IDEO MetaDesign
BENEFIT
I M PAC T
50
51
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
PROCESS GUIDE
Guide the client to do the work. Serve as a mentor and direct the process while the client carries out the design activities.
WHEN THIS WORKS
TIPS
The process is de ned and can be taught, abstracted, and modularized Clients who are able to carry out the work Designers who enjoy teaching and mentoring
Aggregate clients along themes (drinking water, energy) and run simultaneous projects Choose clients who are capable of carrying out the work Consider staged client work sessions over time
Leverages small efforts for a larger impact More affordable and accessible offering Allows firm to work with more clients
Non-Governmental Organizations (NGOs) tend not to have resources (no time, no money, no capacity) to follow through Complicates resources and staffing for the design firm Designers cant ensure the quality of the work
QUESTIONS
WHO IS DOING THIS
Is your project resourcing process exible to commit to ongoing, low involvement efforts? Do you believe clients can do the project with minimal guidance?
IDEO Social Enterprise Group Taproot Foundation
BENEFIT
I M PAC T
52
53
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
SABBATICAL
Embed staff in a social sector organization for several months as a learning opportunity for the individual and as a way to contribute to analogous experience that organization.
WHEN THIS WORKS
TIPS
Employees are passionate There is excess capacity unstaffed designers
Be selective about which employees you offer this benefit to Consider paying full or half salary and/or offering health insurance or travel expenses Set clear expectations with the employee prior to the sabbatical
Builds capacity of people within the firm to do social impact work Develops relationships with NGOs Compelling benefit to employees During periods of over-capacity, its a way to get people off the payroll temporarily
Added resourcing hassles Opportunity coststaff arent working on other projects Salary or other costs incurred to the firm
QUESTIONS
WHO IS DOING THIS
Do you have people who want to take a sabbatical? Can you afford to lose designers for a few months?
Design Continuum IDEO Katzenbach Partners
BENEFIT
I M PAC T
54
55
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
CATALOGUE OF CHALLENGES
Keep a database of design challenges to be accessed when time allows (via workshops or mini projects during unbillable time). The projects should require various degrees of complexity, time, and skills.
WHEN THIS WORKS
TIPS
Lots of contacts with organizations who cant pay for projects Passionate designers with down time
Use time between projects Junior designers could do projects on their own Run all workshops with real cases instead of hypothetical ones Ask clients to define their design challenge and keep them on hand Consider aggregating projects along themes to build depth in certain content areas
Minimal project cost Flexible timing to fit into existing schedules Good value for clients
Oversight & set-up of mini-projects is time consuming Some BD costs to fill the pipeline with projects
QUESTIONS
WHO IS DOING THIS
Do you have passionate people with time to spare? Do you have the bandwidth and experience to scope a catalogues worth of challenges? Do you have connections with entrepreneurs and organizations who have design challenges?
Architecture for Humanity Engineers without Borders Kluster
BENEFIT
I M PAC T
56
57
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
PROJECT SCOPING
Spend a few hours with a client to help them scope a design project. The activities can then be carried out by the client or with another design rm.
WHEN THIS WORKS
TIPS
Clear process to share Enough experience to give guidance
Could be a workshop or phone call Offer a process workshop first and then follow it with a project-scoping workshop
A small effort can have big impact Demonstrates the value of design thinking Could lead to paid work
Requires client to take the next (big) step Clients want the answers, not the questions Likely to be pro bono
QUESTIONS
WHO IS DOING THIS
Do you have expertise? Do you have a process?
MetaDesign NFFCP + Scojo
BENEFIT
I M PAC T
58
59
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
DESIGN REVIEW
Offer a 1-2 hour review to give feedback and guidance on an existing design.
WHEN THIS WORKS
TIPS
There is experience and credibility on hand There is passion for the project
Select clients that have design skills and can implement the recommendations Be clear about the scope of the engagement and what theyll get Consider inviting multiple social entrepreneurs to review each others work
A small effort can have a big impact Empowers client to move forward with added confidence and credibility
Likely to be pro bono Relies on clients to follow through
QUESTIONS
WHO IS DOING THIS
Do you have the expertise? Do you have designers who know how to and want to coach?
Global Social Venture Competition Turner Duckworth World Bank Development Marketplace
BENEFIT
I M PAC T
60
61
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
CONCEPT BRAINSTORM
Conduct a 1-2 hour session to provide clients with ideas and inspiration.
WHEN THIS WORKS
TIPS
Desire to build a social impact community and expertise People with a lot of passion
Set aside time for briefing (before) and filtering (after) Set client expectations in advance
Fun for designers Quick Low risk
Low impact Half-baked ideas can seem nave to clients
QUESTIONS
WHO IS DOING THIS
Do you have a team of passionate people? Do you have enough expertise to make this impactful for the client?
IDEO
BENEFIT
I M PAC T
62
63
BENEFIT TO THE FIRM
EDUCATE OTHERS
PUBLISHING PROCESS WORKSHOP
INTERN HOSTING
E M PAT H Y FIELD TRIPS
D.SCHOOL . I N /. Z A
DESIGN C E R T I F I C AT I O N
d.school .in/.za Empathy Field Trips Design Certi cation Intern Hosting Publishing Process Workshop
INVESTMENT SIZE
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
D.SCHOOL .IN/. ZA
Support or build capacity of a design program in Africa and India by developing curriculum or providing professors.
WHEN THIS WORKS
TIPS
Funding is available from university, government, foundation, or private donors There exists a desire to teach
Partner with established design schools Use practitioners as professors
Potentially largest impact because it develops local capacity Creates a network of designers around the world Creates a pool of qualified designers
No financial return Requires lots of resources Must wait a long time to see impact which you dont see directly
QUESTIONS
WHO IS DOING THIS
Do you have interest in teaching your process? Can you identify funding to support a program?
Cisco Microsoft Stanford d.School
BENEFIT
I M PAC T
66
67
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
EMPATHY FIELD TRIPS

Executives or other interested parties pay to participate in cultural observations to gain rst hand experience in the developing world.
WHEN THIS WORKS
TIPS
With a strong network in place Opportunity to extend the brand of the design rm in new directories
Target decision makers who are interested but not committed to social impact work Hire a team to handle the logistics Partner with local NGOs Dont mix empathy field trips with project research
Potentially transformational experience for participants Strengthens personal commitments to social impact work Fun Creates a network between participants
No direct impact Low return on investment High start-up costs
QUESTIONS
WHO IS DOING THIS
Do you want to diversify in new services? Does this detract from your core business?
Alumni association trips Cultural tourism Journeys for Change & UnLtd
BENEFIT
I M PAC T
68
69
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
DESIGN CERTIFICATION
Designate individuals to be ofcial social impact designers. Certied designers can be hired by participating companies.
WHEN THIS WORKS
TIPS
Known demand for designers to be hired by corporate clients Credibility with clients who would want to hire certi ed designers Willingness to teach designers
Ask designers to pay for certification Ask clients to pay to recruit designers Could be run by a neutral 3 rd party
Creates a network of designers Lends credibility to design firms process Builds capacity to farm out work that the rm can not or does not want to do
Minimal revenue for design firm A lot of effort to train and evaluate designers
QUESTIONS
WHO IS DOING THIS
Do you have an interest in teaching your process? Is there a benet to your rm for building a network of certi ed designers?
Au pair agency Cisco Core 77 Microsoft
BENEFIT
I M PAC T
70
71
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
INTERN HOSTING
Host fellows or interns from emerging markets and train them in your design process.
WHEN THIS WORKS
TIPS
There exists a relationship with a university to recommend students There is capacity to train and mentor student interns
Interns must work on projects and be mentored Encourage interns to return to so that their home country receives the benefits of their learnings Create a cohort by bringing in at least two interns at a time
Brings cultural diversity to design firms Creates opportunities for the interns and builds their credibility Creates a network of designers once they return home
Time consuming Interns need intense training and coaching
QUESTIONS
WHO IS DOING THIS
Do you have the capacity to bring on interns and train them? Could interns contribute to your work?
Design Continuum IDEO
BENEFIT
I M PAC T
72
73
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
PUBLISHING
Publish books, articles, blogs and/or tools on design for social impact. Publications serve as guides for novices to recreate the design process independently.
WHEN THIS WORKS
Start small (articles) Build credibility before publishing tool kits Best accompanied by a workshop or other support Do this for PR, not money Flexible time commitment Adds credibility Spreads your ideas across time and distance Can potentially lead to paid engagements Can potentially be sold Books take a long time to write Requires good writers Indirect (possibly shallow) impact Little or no financial return on time investment
Connections the right publisher (to reach the right audience) When the author has credibility
TIPS
QUESTIONS
WHO IS DOING THIS
Do you have something to say? Do you have people who can write?
Architects for Humanity Business Review Harvard IDEO
BENEFIT
I M PAC T
74
75
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
PROCESS WORKSHOP
Conduct a two-hour to one-day session teaching the process of design for social impact at conferences, NGOs, think tanks, etc.
WHEN THIS WORKS
TIPS
There are people in your rm with a passion to teach There is an established process There exist relationships with interested attendees and organizations
Use workshops to build capacity for social impact work within your organization Tailor workshops to social impact issues If labor cant be covered, ask for paid expenses Consider open enrollment workshops
Minimal effort and cost Can potentially lead to larger (paid) engagements Builds your network
Potentially minimal impact Mostly pro-bono
QUESTIONS
WHO IS DOING THIS
Do you have a process to teach? Do you want to teach? Is there an interested audience?
Celery Design d.School Design Continuum IDEO
BENEFIT
I M PAC T
76
77
BENEFIT TO THE FIRM
DEVELOP NETWORKS
DE VE LOP NET WORKS
LOCAL PA R T N E R S
INDUSTRY PAC T
DESIGN COMPETITIONS CONTRIBUTE TO EXISTING NETWORKS
Industry Pact Local Partners Design Competitions Contribute to Existing Networks
INVESTMENT SIZE
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
INDUSTRY PACT
Inspire rms across the design industry to value and participate in social impact work.
WHEN THIS WORKS
TIPS
The industry is collaborative Leaders are passionate Someone is willing to take initiative
Convene multiple firms to develop the pact Involve employees at all levels Ensure that firms are doing the social impact work theyve publicly agreed to do
Raises social impact awareness among designers Raises awareness about design in the social sector
Requires a lot of effort to initiate and maintain Doesnt directly increase number of engagements or impact in the world Ultimate impact may be minimal
QUESTIONS
WHO IS DOING THIS
Can your rm collaborate with other design rms? Would signing onto a pact strengthen your commitment to social impact work?
Bluetooth Consortium Designers Accord
BENEFIT
I M PAC T
80
81
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
LOCAL PARTNERS
Staff projects with local talent or designers (e.g. Indian design rm or Indian design school).
WHEN THIS WORKS
TIPS
There is a network of partners around the world There is willingness to work with outside designers
Maintain a relationship with a professor of design or design firm Consider entering a new country with partnerships and later open an office
Lower cost Increased contextual knowledge Built-in hosts/guides
Challenging to collaborate Takes effort to maintain network of partners Diffculty to control the quality of design work
QUESTIONS
WHO IS DOING THIS
What type of partnerships do you value? When do partnerships work for your rm?
Institute of Design in Chicago Media Lab Asia Parsons New School for Design
BENEFIT
I M PAC T
82
83
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
DESIGN COMPETITIONS
Sponsor web-based competitions for designers to support organizations in need of assistance. Host or participate in open source challenges.
WHEN THIS WORKS
TIPS
There is excitement about design challenges but no bandwidth to solve the problems There exists desire to outsource design work by posting challenges for others
Partner with an NGO or foundation (like Ashoka or Rockefeller) to gain credibility Tap into an existing design challenges (like InnoCentive or X-Prize) Post design challenges that are discrete pieces of work and can be effectively handed over
Provides exposure and publicity for design firm Connects firm with new partners Provides opportunities to do smaller side projects
Time consuming No revenue No one owns the follow through
QUESTIONS
WHO IS DOING THIS
Do you want this work to be outside your rm? Do you have the resources to dedicate to starting and running this?
Ashoka Architecture for Humanity Design 21
InnoCentive Kluster X Prize
BENEFIT
I M PAC T
84
85
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
CONTRIBUTE TO EXISTING NETWORKS

Encourage designers to volunteer their efforts to larger causes or existing networks.
WHEN THIS WORKS
TIPS
Small design rms that want to get involved but dont have the resources to identify projects Its a first entry into social impact work Passionate designers are involved
Focus on competitions or networks that will give exposure Incentivize designers to contribute to these efforts
Both sides get something Helps designers develop as entrepreneurial thinkers Gives designers experience on social impact projects
Generally smaller efforts Difficult to do in addition to project work Pro bonono financial benefits
QUESTIONS
WHO IS DOING THIS
Do your designers have passion and time to take this on? Are you ready to make this work a core offering?
IDEO MetaDesign
BENEFIT
I M PAC T
86
87

3 RD PA R T Y SPONSORSHIP
BENEFIT TO THE FIRM
PROJECT FINANCING
FUNDRAISING
CROSSSUBSIDIES
DESIGN INDUSTRY FUND
Design Industry Fund Fundraising Cross-Subsidies 3 rd Party Sponsorship Project Financing
INVESTMENT SIZE
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
DESIGN INDUSTRY FUND

Establish an industry-wide body that receives funding and projects from foundations and NGOs and assigns them to design rms.
WHEN THIS WORKS
TIPS
There is foundation or other major donor support to set it up Signi cant funding and many projects from foundations, the government, and NGOs There is willingness to collaborate with other rms
Define selection criteria and request applications from potential clients Bring together several design firms Secure funding in advance
Increases the size of the pie More efficient for foundations Raises awareness of design to social sector
No one design firm would take it upon themselves to create this Requires dedicated overhead costs?
QUESTIONS
WHO IS DOING THIS
Do you have the capacity to do this work yourself or do you need the funds support? Are you motivated to collaborate with others in the industry?
Design Industry Foundation Fighting AIDS TED Prize USAID IQCs
BENEFIT
I M PAC T
90
91
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
FUNDRAISING
Raise a pot of money to fund work from foundations, government, corporate clients, individuals, or internally-generated initiatives.
WHEN THIS WORKS
TIPS
There exist relationships with funders The parties share a perceived expertise in social impact work
Tap corporate-giving arms of clients Develop clear selection criteria for projects Create outside panels of reviewers to approve selection criteria Consider matching funds Consider creating a companion non-profit fund
Allows firm to do more social impact projects Builds expertise and credibility by doing more projects Gives more flexibility about who to work with and when Could create efficiencies with scale
Time consuming to set up and maintain Possible perceived conflict of interest in managing own funds Challenging to raise philanthropic money as a for-profit firm
QUESTIONS
WHO IS DOING THIS
Do you have the relationships and expertise to raise the money? Do you have projects you want to identify funding for?
Acumen Fund Good Capital Legacy Ventures
BENEFIT
I M PAC T
92
93
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
CROSSSUBSIDIES
Use higher margins on full-fee projects to discount social impact projects. Consider sliding scale or tiered pricing.
WHEN THIS WORKS
TIPS
Corporate clients are aligned with and excited about this work The margin is high enough, or can be, on full-fee work Social sector clients can afford subsidized rates
Express as investing the firms profits in this work, not as taxing the clients Ask clients to subsidize specific social impact projects and leverage the travel for one project to do research for another project
Can become a draw for higher paying clients Allows more flexibility to do discounted or pro bono work No external oversight needed Could add positive aspects to less positive work
Takes money from design firms bottom line Could create awkward conversations with those who dont qualify for subsidized or pro bono projects Could result in increasing the design firms rates for corporate clients
QUESTIONS
WHO IS DOING THIS
Can you afford to subsidize this work? Does this offer help attract corporate clients?
Smart Design Celery Design Free Range Studios
BENEFIT
I M PAC T
94
95
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
3 RD PART Y SPONSORSHIP
Get funding from a foundation or Multinational Corporation (MNC) in order to do a design project for one of their grantees. The design rm could become a broker between funders and grantees.
WHEN THIS WORKS
TIPS
Relationships and credibility with founders exist They are projects you want to take on
This applies to any type of engagement, not just business as usual Include design projects within a larger grant that NGOs receive Get grantees to write proposals for funding Make sure grantee has skin in the game Clarify who client is when theres a 3 rd party payer
Can leverage your brand to help clients get funding A good way to do more impactful projects for clients who cant pay themselves
Third party payer relationship can get complex Projects are few and far between In some cases, the grant recipient has no skin in the game
QUESTIONS
WHO IS DOING THIS
Do you have connections to funding sources? Can you fundraise for projects?
Celery Design McKinsey Monitor Institute Smart Design
BENEFIT
I M PAC T
96
97
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
PROJECT FINANCING
Offer exible payment terms to social enterprise clients. Terms could include equity deals, royalties, or deferred payment.
WHEN THIS WORKS
TIPS
There is strong commitment to the organization or project The social enterprise has a business idea that the design firm believes in
Be selective with clients Be prepared for longer term engagement Consider bartering for services
Builds credibility by putting own skin in the game Allows independence in choosing clients
Risky for design firm Financial returns in social impact projects are very long term
QUESTIONS
WHO IS DOING THIS
Can you afford to wait for compensation? Are you willing to take the risk?
Good Capital Rent-to-own Venture capital
BENEFIT
I M PAC T
98
99
MODIFY YOUR STRUCTURE

CENTER OF EXCELLENCE
BENEFIT TO THE FIRM
. I N /Z A
.ORG
.org .IN/ZA Center of Excellence
INVESTMENT SIZE
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
.ORG
Spin-off a non-prot with lower rates. Assign dedicated staff to the non-prot.
WHEN THIS WORKS
TIPS
Social sector work is a central part of rms business People with expertise in social sector work are involved
Watch out for creating 2 nd class consultants if compensation is different Understand all legal ramifications, especially IRS regulations, before proceeding
More credible to non-profits Access to grants More accessible to non-profits Tax benefits if rates are lower Good PR opportunity
Requires sacrifices to lower rates, including culture and compensation Siloed workforce and in exible resourcing Makes no profit for the firm More dif cult to share learnings between projects
QUESTIONS
WHO IS DOING THIS
Do you want to split social sector work off from your core business? Is it worthwhile to spin-off a non-pro t?
Bain and Bridgespan
BENEFIT
I M PAC T
102
103
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
.IN/. ZA
Open an ofce in an emerging market and engage in social sector work.
WHEN THIS WORKS
TIPS
The location is a central part of the rms business If its a full-service of ce (not only social sector clients)
Consider rotating staff to other offices Build capability first Establish network and clients first
Increases credibility Shows commitment Lowers rates and overhead Teams are immersed in local environment Easier access to emerging markets
Diminishes involvement of existing staff High start-up costs Difficult to recruit designers Mismatch of salaries and project costs Potentially disruptive to local design industry Difficult to learn a new cultural and business context
QUESTIONS
WHO IS DOING THIS
Do you have the capital to invest? Do you feel like you can create more impact by adding a location?
Human Factors International - India McKinsey Brazil Social Entrepreneurship Center
BENEFIT
I M PAC T
104
105
PROJECTS
E D U C AT I O N
NET WORKS
FUNDING
CENTER OF EXCELLENCE
Create a social impact innovation center within the design rm. The center has revenue and expense targets and builds community, expertise, and client relationships.
WHEN THIS WORKS
TIPS
High volume of social impact work People with expertise are involved
Someone within the firm should have an existing network and know the players Have at least one person dedicated to social impact work and draw from the larger design pool for project work Assign dedicated client contacts
Adds credibility Builds internal expertise Provides dedicated resources Reduces BD costs by streamlining
Could silo social impact work Could make social impact work seem less valuable Requires committed overhead expenses
QUESTIONS
WHO IS DOING THIS
Do you want to make social impact a core part of your business? Do you want to centralize social impact work?
MIT D Lab Monitor Institute
BENEFIT
I M PAC T
106
107
INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION
Case Studies Stay Informed
108
INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION
Design for Social Impact: A How-to Guide
109
CASE STUDIES
Process Guide Publishing 3rd Party Sponsorship Concept Brainstorm
110
111
C A S E S T U DY N O . 01
PROCESS GUIDE
PUBLISHING
IDEO + d.light d.light hired IDEO for a series of design reviews to support their work in developing a solar lantern. The team had ve one-hour reviews with a senior mechanical engineer over a period of two months. This interaction was very rewarding for both parties. IDEO was paid for the employees time. The coach enjoyed the interaction and was able to have a big impact on the d.light team. We felt the engagement to be extremely worthwhile, and we were able to quickly learn from an expert, rather than make mistakes and slowly make progress. The result was a much smoother process which means more time spent on developing other great products for the developing world.
Elephant Design Elephant Design decided to do something to support their home city of Pune, India. The rm has designed and published three communications pieces as a way to impact their local community. The books and card set highlight the charms and offerings of the city and has served to increase tourism as well as draw in more industry to the area. The three pieces, Pune: Queen of the Deccan, My Pune Travel Book, and Pune 30 Picture Cards all serve to elevate Elephants status in the community and also serve as source of pro t.
112
113
C A S E S T U DY N O . 0 4
3R D PA R T Y S P O N S O R S H I P
CONCEPT BRAINSTORM
Celery Design Collaborative Sun Microsystems hired Celery to design a web-based tool to manage their greenhouse gas emissions. The site allows participants to assess, track, and compare energy performance and encourages sustainable innovation. As the project took shape, Sun decided that it made sense to open source the tool and build a community around it. OpenEco.org demonstrates Suns leadership and provides PR value to the company. Celery worked with Natural Logic in the conceptual phases and with Code Magi for the engineering and build-out to develop the on-line community.
IDEO + Better World Books IDEO conducts one-hour pro bono Social Impact Labs twice a month. Each lab session focuses on a challenge raised by an organization that appreciates design thinking but cant afford an engagement with a design rm. One recent session was with Better World Books, an online bookstore that uses its prots to reduce poverty through literacy. During the lab session a group of IDEO designers from a variety of backgrounds got a brie ng on the challenge of making social impact with environmental consciousness. The brainstorm resulted in a large number of ideas that inspired Better World Books. It was very fun and inspirational to get out of the ofce and re-think some problems that we think about on a daily basis.
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STAY INFORMED
We recommend the following books, articles, and websites about design for social impact.
BOOKS
ARTICLES
BoP Protocol 2 Cornell University, 2008 Can the Cellphone Help End Global Poverty? New York Times, April 13, 2008 Embedded Innovation Stu Hart, 2008 Low Tech Laboratory Good Magazine, October 2007 Low Technologies, High Aims New York Times, September 11, 2007 Nothing Ventured, Nothing Gained - Jed Emerson, Tim Freundlich, and Jim Fruchterman, Skoll Centre for Social Entrepreneurship, 2007 Serving the Worlds Poor, Pro tably C. K. Prahalad, Harvard Business Review, September 2002 Strategy and Society Michael Porter and Mark Kramer, Harvard Business Review, December 2006 The Best Available Charitable Option Acumen Fund, 2007 The Hidden Wealth of the Poor The Economist, November 3, 2005 This is Not Charity Atlantic Monthly, October 2007 Trickle Up Economics Forbes, June 20, 2005
BLOGS AND WEBSITES
Biomimicry: Innovation Inspired by Nature Janine Benyus Blessed Unrest: How the Largest Social Movement in History Is Restoring Grace, Justice, and Beauty to the World Paul Hawken Capitalism at the Crossroads Stu Hart Cradle to Cradle William McDonough and Michael Braungart Design for Society Nigel Whiteley Design for the Other 90% Cooper-Hewitt, National Design Museum Design for the Real World: Human Ecology and Social Change Victor Papenek Design like you Give a Damn: Architectural Responses to Humanitarian Crises Architecture for Humanity Eco Design: The Sourcebook Alastair Fuad-Luke The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Pro ts C.K. Prahalad Rural Studio: Samuel Mockbee and an Architecture of Decency Andrea Oppenheimber Dean and Timothy Hursley How to Change the World: Social Entrepreneurs and the Power of New Ideas David Bornstein The Next Four Billion World Resources Institute The Power of Unreasonable People: How Social Entrepreneurs Create Markets that Change the World John Elkington and Pamela Hartigan Worldchanging: A Users Guide to the 21st Century Alex Steffen
www.acumenfundblog.org www.changemakers.net www.design21sdn.com www.goodmagazine.com www.hipinvestor.com www.janchipchase.org www.jocelynwyatt.com www.naturalstep.org www.nextbillion.net www.socialedge.org www.worldchanging.com www.xigi.net
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M O D E S O F E N GAG E M E NT
M O D I F Y T H E W AY Y O U W O R K
1 2
Concept incubation Design + implementation
44 46 48 50 52 54 56 58 60 62
1 2
d.school .in/.za Empathy eld trips
66 68 70 72 74 76
3 Business as usual 4 Scale to t 5 Process guide 6 Sabbatical 7 Catalogue of design challenges
3 Design certi cation 4 Intern hosting 5 Publishing 6 Process workshop
8 Project scoping 9 Design review 10 Concept brainstorm
DEVELOPING NET WORKS
1 2
Industry Pact Local partners
80 82 84 86
Design industry fund
90 92 94 96 98
2 Fundraising 3 Cross-Subsidies 4 3 rd party sponsorship 5 Project nancing
3 Design competitions 4 Contribute to existing networks
1 2
.org .in/.za
102 104 106
3 Center of excellence
Tara Acharya Demmy Adesina Maria Blair
Tim Brown Aaron Sklar Sandy Speicher Doug Solomon Jocelyn Wyatt
DESIGN FOR SOCIA SOCIAL IMPACT DE PACT DESIGN FOR GN FOR SOCIAL IM CIAL IMPACT DESIG T DESIGN FOR SOC OR SOCIAL IMPACT IMPACT DESIGN FO SIGN FOR SOCIAL OCIAL IMPACT DES ACT DESIGN FOR S N FOR SOCIAL IMP IAL IMPACT DESIGN DESIGN FOR SOCIA R SOCIAL IMPACT D

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FOR SOCIAL IMPACTDESIGN FOR SOCIA MPACT DESIGN FORSOCIAL IMPACT DE

DESIGN FOR SOCIAL IMPACT

Tim Brown CEO, IDEO

DESIGN BY : FIDEL CALDERON

DESIGN FOR SOCIAL IMPAC T

What is Design for Social Impact? Contributors to this Book

Provide Value Be Focused Set Up for Success 5 Design Challenges

Case Studies Stay Informed

The Rockefeller Foundation

Design for Social Impact: How-to Guide

WHAT IS DESIGN FOR SOCIAL IMPACT?

S O C I A L I M PAC T A S TH E I NTE NTI O N

The Rockefeller Foundation

Design for Social Impact: How-to Guide

CONTRIBUTORS TO THIS BOOK

The Rockefeller Foundation

Design for Social Impact: How-to Guide

Demonstrate the Value

Cause Transformational Change Mind the Gap

The Rockefeller Foundation

The Rockefeller Foundation

Design for Social Impact: How-to Guide

DEMONSTRATE THE VALUE

MIND THE GAP

The Rockefeller Foundation

Design for Social Impact: How-to Guide

CAUSE TRANSFORMATIONAL CHANGE

MIND THE GAP

The Rockefeller Foundation

Design for Social Impact: How-to Guide

MIND THE GAP

MIND THE GAP

The Rockefeller Foundation

Design for Social Impact: How-to Guide

The Rockefeller Foundation

Design for Social Impact: How-to Guide

The Rockefeller Foundation

Design for Social Impact: How-to Guide

The Rockefeller Foundation

Design for Social Impact: How-to Guide

SET UP FOR SUCCESS

The Rockefeller Foundation

Design for Social Impact: How-to Guide

SET UP FOR SUCCESS

DEMAND SKIN IN THE GAME

The Rockefeller Foundation

Design for Social Impact: How-to Guide

SET UP FOR SUCCESS

OPTIMIZE FOR IMPACT

DEMAND SKIN IN THE GAME

The Rockefeller Foundation

Design for Social Impact: How-to Guide

SET UP FOR SUCCESS

KNOW THE PLAYERS

DEMAND SKIN IN THE GAME

The Rockefeller Foundation

Design for Social Impact: How-to Guide

SET UP FOR SUCCESS

DEMAND SKIN IN THE GAME