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Scaling up Development
Learning Innovations and the Open Learning Campus
Scaling up Development
byDr. Zeena Johar
Ashoka Fellow 2013 | Aspen Fellow 2014 | Yale World Fellow 2015
Our story• Identifying a problem
• Hypothesizing a solution
• Scaling the solution
Key lessons to scaling an enterprise • Congruence Model (Strategy vs. Execution)
• Managing Culture
• Supply vs. Demand (Marketing)
Objective
Our story• Identifying a problem
• Hypothesizing a solution
• Scaling the solution
Key lessons to scaling an enterprise • Congruence Model (Strategy vs. Execution)
• Managing Culture
• Supply vs. Demand (Marketing)
Objective
The Indian Reality!
1.2 Million 400,000
80% 30%
We need..We have …
Doc
tors
Hos
pita
ls
Medical Infrastructure in Urban India
Urban Indian Population
Diabetes Cervical Cancer RTA World Capital!
!!
Our five innovationsLeveraging 700,000 Indian
medicine physicians
Bridge Training Program
Technology enabled (Android Phones + HMIS)
Proprietary Community Engagement Model
100+ standardized clinical protocols
8 years | 10 Rural Clinics | 75,000 patient visits
Our story• Identifying a problem
• Hypothesizing a solution
• Scaling the solution
Key lessons to scaling an enterprise • Congruence Model (Strategy vs. Execution)
• Managing Culture
• Supply vs. Demand (Marketing)
Objective
Change
Adaptabilit
y
Stages of Growth
Markets and Innovation• Dynamic Conservatism: As an organization you do everything, not to change.• Explore (Newer Business Avenues) Exploit (potential of a company)
New Customer / Market
Existing Customer / Market
Incremental Architectural Discontinuous
INNOVATION
Customer / Market Segment
Clayton Christensen’s Disruptive Innovation
Within an organization
Moving away from conventional organizations to start-ups that redefine the market
Competitive Business Strategy
A strategy is an integrated set of choices
which positions a firm in an industry so as
to generate superior financial returns over
the long run.
Internal Activities
External Environment
Competitive Dynamics
Business Strategy vs. Operating SystemBusiness Strategy Operating System
Congruence Model• Strategy• Structure*
• Work• People• Culture• Performance
Software
Har
dwar
e
TasksInterdependenciesLinking Capabilities
Operating ValuesNorms
* Structure: Transitioning from a Business Strategy to an Operating Model
Building Blocks of an Organization
Leadership
Strategy Execution
Core Values
Innovation & Organizational Effectiveness: Learning Model
Leadership
Values
Marketplace Insights
Strategic Intent Business Design
Innovation Focus
Talent
Critical TasksInter-
dependencies
Formal Organization
Culture
Strategy Execution
Market Results
Gap
- Performance- Opportunity
Strategic Insight Strategic Execution
Creating Value
Capturing Value
Sustaining Value
- Supply side interventions- Technology enriched solutions- Addressing a specific customer
need – access, affordability etc.
- Marketing product to target audience (Customer Awareness)
- Facilitating purchase
- Customer Satisfaction- Product support, and follow-up- Business model innovation to
continuously meet customer needs
Innovation
New Product
Marketing Plan
Marketing Strategy
Logic for Marketing Systems
CustomersUnmet or latent needs
CollaboratorsShared interests
CompetitorsVulnerabilities
Company’sCore Competency
What value do we create?
Segment Market into
Groups
Select a Target Market - Product
- Price- Placement- Promotion
Position
How do we capture a share
of the value?
Managing teams & Organization Culture
Mod
ular
/ P
oole
dSe
quen
tial
Reci
proc
al /
Co
llabo
rativ
e
Senior Leadership- Words- Action- Consistency
SelectionOrientation
TrainingPromotion
Values Norms Behavior
Symbolic Actions
InvolvementVivid
Examples
Rewards
Cultu
re
Where does culture come
from?
Strong Culture
Weak Culture
Rule Book
Informal Learning
Formal Learning
Strong culture is a Gigantic Source of Competitive Advantage (Bureaucratic Control vs. Social Control)
** Nodes within Social Networks in an organization determine the underlying power dynamics within an Organization.
Insolate & Fire
Move & Train
Manage with Courage
Promote
Organizational Fit (Culture) vs. Performance
Organization fit with Culture & ValuesLow High
Perf
orm
ance
Low
Hig
h
Managing Innovation along with Scale
An Ambidextrous Organization
Operational Focus
Efficiency
Better Process
Small Changes
Today
Tactics
Operational Metrics
….Managing Multiple Streams of Innovation
The challenge is not ONE culture, but multiple cultures and multiple
structures with different processes, values, and performance metrics.
Fiduciary Responsibilities - Leadership
Duty of care: Diligence in decision making; taking actions, exercising oversight for the benefit of the corporation and its shareholders.
Duty of loyalty: Forbearance from pursuing personal interests at the expense of the corporation or its shareholders.
Duty of candor: Accurate and timely disclosure of material information relevant to the affairs of the corporation and its shareholders.
* Candor: the quality of being open and honest in expression; frankness.
Key Lessons Clearly identify & quantify the problem (need!) & customer segment
Build a coherent & cohesive business strategy
Clearly translate business strategy into executable goals
Build laser sharp focus on the business model & Unit Economics
Identify & map competencies of core team to key business values & goals (Performance Management System), including measurable social impact indicators
Pilot key interventions to gain market insight before mainstreaming for scale
Spend time understanding the customer, develop exclusive focus on ‘demand stimulation’
Be adaptable & agile towards evolving customer needs
Explore both organic & in-organic growth options (partnerships, Joint Ventures)
Most importantly – Believe in your mission & social impact. Embrace challenges with grace & humility!
