DESIGN FOR SOCIAL IMPACT SOCIAL FOR DESIGN
FOR SOCIAL IMPACTDESIGN FOR SOCIA MPACT DESIGN FORSOCIAL IMPACT DE HOW-TO GUIDE DESIGN FOR SOCIAL IMPACT DESIGN F SOCIAL IMPACT DESIGN FOR SOCIAL I DEAR COLLEAGUES, PACT DESIGN FOR SOCIALAs people concerned with IMPACTthe need for signifi cant social change, we DE believe in the power of design thinking—a human-centered approach to problem solving and innovation. We know what it takes to be innovative. We’ve seen the amazing solutions that smart people and savvy methods GN FOR SOCIAL IMPACTand tools can DESIGNyield. As we hear more and more about poverty, FOR climate change, and diminishing resources worldwide, we can’t help but to think CIAL IMPACT DESIGN FORabout how we can help SOCIALeffect change. IMP How can we harness the passions and talents of designers in our fi rms to address some of the world’s largest problems? How can we continue to do what we do best while having a signifi cant positive impact on the world? T DESIGN FOR SOCIALAs BruceIMPACT Nussbaum wrote in a Business Week column,DESIG “It’s great design N 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 OR SOCIAL IMPACT DESIGNmoving beyond that to systemizing FOR design methodologies forSOCI all kinds of A arenas, including social problems. What better way to deal with the health MPACT DESIGN FOR SOCIALcare crisis than to use design?” IMPACT D 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 SIGN FOR SOCIAL IMPACTto explore new directions DESIGN and fi nd new ways to apply design thinking. FO R
At IDEO, we’ve built initiatives around both design for social impact and OCIAL IMPACT DESIGNdesign FOR for environmental impact. SOCIAL And for us, design for social impact also IM entails creating transformational change in communities. Our focus is on under served and disadvantaged lower income communities worldwide.
ACT DESIGN FOR SOCIALWe are excited about IMPACT our increasing involvement in this space andDE look S forward to working with all of you as we bring human-centered design N FOR SOCIAL IMPACTto bearDESIGN on some of the world’s largest problems. FOR SO AL IMPACT DESIGN FORBest regards, SOCIAL IMPA
DESIGN FOR SOCIAL IMPACTTim BrBrownown DESIGN F R SOCIAL IMPACT DESIGNCEO, IDEO FOR SOCIAL DESIGN BY: FIDEL CALDERON CONTENTS
DESIGN FOR What is Design for Social Impact? 7 SOCIAL IMPACT Contributors to this Book 8
DESIGN PRINCIPLES Provide Value 12 Be Focused 20 Set Up for Success 26 5 Design Challenges 36
MODES OF ENGAGEMENT Summary of Offerings 40 Modify the Way You Work 42 Educate Others 64 Develop Networks 78 Identify Funding Streams 88 Modify Your Structure 100
INSPIRATION Case Studies 110 Stay Informed 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 fi rms that are interested in joining in conversation.
The Rockefeller Foundation invited IDEO to conduct this exploration starting in February 2008. We spent the fi 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 fi rms might work with social sector organizations, and how we could maximize our impact in this space. Observations and interviews were conducted in offi ces, 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 The consistent message has been YES. Yes, design thinking has a lot This book is intended for design fi rms of any to offer, and many of our potential partners are very excited to see us size or type. Some of the ideas are larger than any one fi rm would take on alone; others are become more engaged. The challenge is how. How can design fi rms straightforward enough that any of us can make social impact work a core part of their business? How can we implement them immediately. collaborate with organizations that are highly resource constrained?
The How-to Guide offers principles of design How can we redesign our offerings to become more accessible to for social impact and a menu of offerings for social sector organizations? This initiative is focused on the process types of social impact engagements that around doing this work, rather than the content of the work itself. might make sense for your fi rm.
The accompanying workbook consists of a set We have seen a growing interest on the part of some foundations to of exercises to complete alone or to prompt fund design and innovation projects for themselves or for their grantees. discussions with your team. Our hope is that once we as an industry demonstrate the value of design When engaging with the workbook, you will thinking, corporations and social sector organizations will develop an be prompted to undertake a decision-making appetite for funding this work as well. process that will help you determine what having social impact can mean for your fi rm. 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.
4 The Rockefeller Foundation Design for Social Impact: How-to Guide 5 WHAT IS DESIGN FOR SOCIAL IMPACT?
SOCIAL IMPACT AS A CONSIDERATION 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.
SOCIAL IMPACT AS THE INTENTION 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 STARTING POINT FOR DESIGN FIRMS When starting a social impact initiative, it is advisable to declare a specifi c intention. Design and innovation can play a large role in many complex problems, including education, distribution, water, energy, healthcare, and job training. Design fi rms are able to work in a variety of different contexts—urban, rural, rich, poor, domestic, and international. Each individual design fi rm must defi 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.
6 The Rockefeller Foundation Design for Social Impact: How-to Guide 7 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 Celery Design Collaborative Ashoka Design Continuum B Corporation Design Directions Draper Richards Foundation Design That Matters Endeavor Dissigno The Bill & Melinda Gates Foundation Elephant Good Capital FL!P Design The Rockefeller Foundation frog design The Skoll Foundation Human Factors International The World Bank IDEO Idiom Design and Consulting
IMPLEMENTERS MetaDesign ARTI Smart Design Benetech Turner Duckworth Better World Books ziba d.light D-Rev CONSULTING FIRMS IDE Boston Consulting Group Industree Bridgespan Kickstart Central Offi ce Medicine Shoppe Katzenbach Partners PATH Monitor Institute Scojo Foundation On-Ramps Unitus Social Enterprise Group
THINKERS 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
8 The Rockefeller Foundation Design for Social Impact: How-to Guide 9 DESIGN PRINCIPLES D PRINCIPLES DESIGN P DESIGN PRINCIPLES D PRINCIPLES DESIGN P DESIGN PRINCIPLES D PRINCIPLES DESIGN P
PROVIDE VALUE BE FOCUSED SET UP FOR SUCCESS The design principles on the following pages came from the people interviewed for this project. These are the guiding Demonstrate the Value Stay on Target Train Appropriately principles for working with social sector clients. DESIGNCause Transformational Conserve Energy Optimize forPRINCIPLES Impact D Change Know the Players Mind the Gap Demand Skin in PRINCIPLESthe Game DESIGN P
10 The Rockefeller Foundation DesignDesign for for Social Social Impact: Impact: A How-to Guide 11 PROVIDE VALUE $ Demonstrate the Value Cause Transformational Change Mind the Gap
12 The Rockefeller Foundation Design for Social Impact: How-to Guide 13 PROVIDE VALUE
DEMONSTRATE THE VALUE DEMONSTRATE
CAUSE TRANSFORMATIONAL THE VALUE CHANGE
MIND THE GAP 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 project—is it more impactful than spending the money in other ways? As one design fi rm said, “I felt guilty charging non-profi ts for our work; they could buy goats instead and save lives.”
CONSIDER… » Teaching your approach (through workshops) » R aising awareness of design through educational institutions » Collaborating as an industry and referring opportunities to each other to raise all boats
14 The Rockefeller Foundation Design for Social Impact: How-to Guide 15 PROVIDE VALUE
DEMONSTRATE CAUSE THE VALUE TRANSFORMATIONAL CAUSE TRANSFORMATIONAL CHANGE CHANGE
MIND THE GAP Design fi 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.”
CONSIDER… » Being smart and selective about your partners » I dentifying design-ready organizations that can make use of your contributions » Measuring impact without burdening partners with the collection of metrics that aren’t core to their goals » Scoping projects with impact in mind and using something like Acumen Fund’s BACO (Best Alternative Charitable Option) calculation
16 The Rockefeller Foundation Design for Social Impact: How-to Guide 17 PROVIDE VALUE
DEMONSTRATE THE VALUE MIND
CAUSE TRANSFORMATIONAL THE GAP CHANGE
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.
CONSIDER… » P roviding plans that take into consideration the client’s capabilities » Being strategic about who to engage with and when » Leveraging your network to create implementation partnerships
18 The Rockefeller Foundation Design for Social Impact: How-to Guide 19 BE FOCUSED
Stay on Target Conserve Energy
20 The Rockefeller Foundation Design for Social Impact: How-to Guide 21 BE FOCUSED
STAY ON STAY ON TARGET
TARGET CONSERVE ENERGY
In our conversations with funders, implementers, and consultants, one piece of advice was offered again and again: “be focused.” Every design fi rm needs to determine its own particular focus. Choosing fi 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.
CONSIDER… » Staying true to your core offering » Communicating your focus clearly » Declaring a mission and sticking to it
22 The Rockefeller Foundation Design for Social Impact: How-to Guide 23 BE FOCUSED
STAY ON CONSERVE TARGET
ENERGY 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 fi rms must focus their efforts. Narrowing your scope will allow you to develop depth in specifi c areas where you believe you can create the most impact. Many fi rms have multiple interests and have a hard time limiting their focus. Clarify your offerings to avoid confusion within your fi rm and with potential clients.
CONSIDER… » M aintaining focus for BD efforts and employee time » Saving BD costs by standardizing proposals and contracts for small projects
24 The Rockefeller Foundation Design for Social Impact: How-to Guide 25 SET UP FOR SUCCESS
Train Appropriately Optimize for Impact Know the Players Demand Skin in the Game
26 The Rockefeller Foundation Design for Social Impact: How-to Guide 27 SET UP FOR SUCCESS
TRAIN APPROPRIATELY TRAIN
OPTIMIZE APPROPRIATELY FOR IMPACT
KNOW THE PLAYERS While a “fresh eyes” perspective is a valuable
DEMAND SKIN way to uncover new insights and ideas, we IN THE GAME must not have naïve “bug eyes.” Passion and enthusiasm are not enough to have impact, and can result in unintended outcomes. Design fi rms should invest in hiring and training staff to do social impact projects, and should provide cultural and situational information and briefi ngs to project teams who are working in unfamiliar environments.
CONSIDER… » P roviding 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 The Rockefeller Foundation Design for Social Impact: How-to Guide 29 SET UP FOR SUCCESS
TRAIN APPROPRIATELY OPTIMIZE
OPTIMIZE FOR IMPACT FOR IMPACT
KNOW THE PLAYERS Design fi rms should think about creative ways
DEMAND SKIN to reduce project costs by being effi cient in IN THE GAME project activities. Narrowing the scope of the project can often serve as an effective lever to increase effi ciency. 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 doesn’t 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 The Rockefeller Foundation Design for Social Impact: How-to Guide 31 SET UP FOR SUCCESS
TRAIN APPROPRIATELY KNOW THE
OPTIMIZE PLAYERS FOR IMPACT
KNOW THE PLAYERS Working with social sector clients is different
DEMAND SKIN to begin with, and not all social sector clients IN THE GAME 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 foun- dation, “Foundations are brokers or facilitators, not end clients.” Designers must learn to speak the language of social sector clients and com- municate their passion for this work.
CONSIDER… » M odifying contract templates for foundations and NGOs » Building relationships with a network of experts and other people involved in the social sector » Consolidating social impact BD—building a focused team to work on developing these projects
32 The Rockefeller Foundation Design for Social Impact: How-to Guide 33 SET UP FOR SUCCESS
TRAIN APPROPRIATELY DEMAND SKIN IN
OPTIMIZE THE GAME FOR IMPACT
KNOW THE PLAYERS Pro bono engagements should be an exception
DEMAND SKIN rather than the rule. We do better work when IN THE GAME 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 fi rm advised, “Be explicit about who the client is. Watch for scope creep from clients who aren’t paying for services.”
CONSIDER… » Preparing an agreement letter with non-paying clients authorizing their commitments of time and money » Requiring clients who can’t afford your fees to commit in other ways (ie. bartering, or putting in their time)
34 The Rockefeller Foundation Design for Social Impact: How-to Guide 35 DESIGN HOW MIGHT YOU… CHALLENGES … MODIFY THE WAY YOU WORK?
… EDUCATE OTHERS?
… DEVELOP NETWORKS?
…IDENTIFY FUNDING STREAMS?
… MODIFY YOUR STRUCTURE?
The guidance underlying the design principles points to the following fi ve challenges.
36 The Rockefeller Foundation Design for Social Impact: How-to Guide 37 MODES OF ENGAGEMENT M ENGAGEMENT MODES OF E MODES OF ENGAGEMENT M ENGAGEMENT MODES OF E MODES OF ENGAGEMENT M ENGAGEMENT MODES OF E MODES OF ENGAGEMENT M ENGAGEMENT MODES OF E
Modify the Way You Work The following 28 ideas are different ways a design fi rm might engage to have social impact. Many of us have M EducateODES Others OF ENGAGEMENTbeen doing some assortment of these for years. Other M ideas may currently seem out of reach for many of us. Develop Networks Use the accompanying workbook to help you navigate these offerings and consider which may be the best ENGAGEMENTIdentify Funding Streams MODESones for your fi rm. OF E Modify Your Structure
38 The Rockefeller Foundation DesignDesign for for Social Social Impact: Impact: A How-to Guide 39 MODES OF ENGAGEMENT 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, benefi t to the fi 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 fi t the context of your fi rm. FIRM
THE
TO MODIFY THE WAY YOU WORK EDUCATE OTHERS 1 Concept incubation 44 1 d.school .in/.za 66
2 Design + implementation 46 2 Empathy fi eld trips 68 BENEFIT 3 Business as usual 48 3 Design certifi cation 70 4 Scale to fi t 50 4 Intern hosting 72 5 Process guide 52 5 Publishing 74 6 Sabbatical 54 6 Process workshop 76 7 Catalogue of design 56 challenges 8 Project scoping 58 SOCIAL IMPACT 9 Design review 60 10 Concept brainstorm 62
DEVELOPING NETWORKS IDENTIFY FUNDING STREAMS 1 Industry Pact 80 1 Design industry fund 90 2 Local partners 82 2 Fundraising 92 3 Design competitions 84 3 Cross-Subsidies 94 4 Contribute to existing 86 4 3rd party sponsorship 96 INVESTMENT SIZE networks 5 Project fi nancing 98
1: SOCIAL IMPACT Social impact relates to the capacity of this type of work to create MODIFY YOUR STRUCTURE positive social change on communities and individuals.
1 .org 102 2: BENEFIT TO THE FIRM 2 .in/.za 104 Benefi t to the fi rm includes tangible benefi ts such as profi t as well as intangible benefi ts such as reputation, morale, and building expertise. 3 Center of excellence 106 3: INVESTMENT SIZE Investment size is related to how much the fi 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 fi rm has to put in to make it work.
40 The Rockefeller Foundation Design for Social Impact: How-to Guide 41 DESIGN + IMPLEMENTATION
BUSINESS MODIFY AS USUAL
DESIGN REVIEW
SABBATICAL
FIRM PROJECT
SCOPING THE SCALE
THE WAY TO TO FIT
CONCEPT BRAINSTORM
PROCESS
BENEFIT GUIDE CONCEPT YOU WORK INCUBATION
CATALOGUE OF CHALLENGES
MODIFY THE WAY YOU WORK SOCIAL IMPACT Concept Incubation Design + Implementation Business as Usual Scale to Fit Process Guide Sabbatical Catalogue of Challenges Project Scoping Design Review
INVESTMENT SIZE PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 » Build expertise before diving in » Very satisfying for the team » High risk target geography » Spend time identifying needs » Great opportunity for impact » Have to fund it or find funding » Deep understanding of before deciding on a concept issues and region » Don’t have to wait for the » Longer-term commitment » Focus on high growth dream client » Enough expertise to choose opportunities the right opportunities
QUESTIONS WHO IS DOING THIS Do you have the expertise to build businesses? Design that Matters Do you have the patience to work on such an Dissigno BENEFIT extended time scale? d.School - Design for Extreme Affordability PATH
IMPACT
44 The Rockefeller Foundation Design for Social Impact: How-to Guide 45 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 » Partner with manufacturers, supply » Higher level of engagement » Very expensive projects chains, distributors, etc. who want » Strong implementation partners improves likelihood of success to have impact » Difficult to manage partners: » Designers who will work on » More satisfying for all participants it’s demanding » Partner with VCs to fund work to go to market the project for a long time » Very time consuming » Partner with management » Bridge implementation gap consulting or marketing firms » Hard to staff part time for to get the products or services a long time to market
QUESTIONS WHO IS DOING THIS Do you have the expertise to mind the gap between design Benetech and implementation and support it through to fruition? IDEO BENEFIT Do you have the network to support implementation?
IMPACT
46 The Rockefeller Foundation Design for Social Impact: How-to Guide 47 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
BUSINESS AS USUAL
Carry out full scale, “normal” project work at full fees.
WHEN THIS WORKS TIPS
» Access to third-party funding » If working with multiple parties » Easy to implement » Third-party payer system from foundations, the government, (e.g. funding foundation and can get messy or Multinational Corporations social enterprise) clarify who » Easy to get internal buy-in » Less accessible to many social (MNCs) ‘the client’ is » Profitable sector organizations » Credibility with foundations » Make sure all parties have an » Increases the perceived investment in the project. » Very few organizations can » Existing corporate clients value of the work Whether it’s time or money pay full design fees with desire to move into » Doesn’t place atypical » Potential perception of emerging markets constraints on a team overcharging clients with limited resources
QUESTIONS WHO IS DOING THIS Are you willing to limit yourself to only Design Continuum full-scale engagements? frog design BENEFIT Do you have clients who can pay your standard Mile7 rates for social impact work?
IMPACT
48 The Rockefeller Foundation Design for Social Impact: How-to Guide 49 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 » Identify areas for cost reduction » More affordable and accessible » May have to make trade-offs/ to be effi cient (project coordinator, travel, sacrifice quality deliverables) » Increases the pool of » Having something to cut that potential clients » Potentially reduces impact reduces project cost (fl exible » Consider a smaller team size margin or modular approach) » Quickly imparts experience with » Not as profitable » Consider focusing efforts to apply a variety of clients » Client has capacity for follow- one specifi c capability to a project, through and implementation such as communication design or mechanical engineering
QUESTIONS WHO IS DOING THIS What can you cut and still deliver value? Design Continuum Are you willing to change your process IDEO BENEFIT for social impact projects? MetaDesign
IMPACT
50 The Rockefeller Foundation Design for Social Impact: How-to Guide 51 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 defi ned and » Aggregate clients along themes » Leverages small efforts » Non-Governmental Organizations can be taught, abstracted, (drinking water, energy) and run for a larger impact (NGOs) tend not to have resources and modularized simultaneous projects (no time, no money, no capacity) to » More affordable and follow through » Clients who are able to carry » Choose clients who are capable accessible offering out the work of carrying out the work » Complicates resources and staffing » Allows firm to work with for the design firm » Designers who enjoy teaching » Consider staged client work more clients and mentoring sessions over time » Designers can’t ensure the quality of the work
QUESTIONS WHO IS DOING THIS Is your project resourcing process fl exible to commit IDEO to ongoing, low involvement efforts? Social Enterprise Group BENEFIT Do you believe clients can do the project Taproot Foundation with minimal guidance?
IMPACT
52 The Rockefeller Foundation Design for Social Impact: How-to Guide 53 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 » Be selective about which » Builds capacity of people within » Added resourcing hassles employees you offer this benefit to the firm to do social impact work » There is excess capacity - » Opportunity cost—staff aren’t unstaffed designers » Consider paying full or half salary » Develops relationships with NGOs working on other projects and/or offering health insurance or travel expenses » Compelling benefit to employees » Salary or other costs incurred to the firm » Set clear expectations with the » During periods of over-capacity, employee prior to the sabbatical it’s a way to get people off the payroll temporarily
QUESTIONS WHO IS DOING THIS Do you have people who want to take a sabbatical? Design Continuum Can you afford to lose designers for a few months? IDEO BENEFIT Katzenbach Partners
IMPACT
54 The Rockefeller Foundation Design for Social Impact: How-to Guide 55 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 » Use time between projects » Minimal project cost » Oversight & set-up of mini-projects who can’t pay for projects is time consuming » Junior designers could do projects » Flexible timing to fit into » Passionate designers with on their own existing schedules » Some BD costs to fill the pipeline down time with projects » Run all workshops with real cases » Good value for clients 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
QUESTIONS WHO IS DOING THIS Do you have passionate people with time to spare? Architecture for Humanity Do you have the bandwidth and experience to scope Engineers without Borders BENEFIT a catalogue’s worth of challenges? Kluster Do you have connections with entrepreneurs and organizations who have design challenges? IMPACT
56 The Rockefeller Foundation Design for Social Impact: How-to Guide 57 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 fi rm.
WHEN THIS WORKS TIPS
» Clear process to share » Could be a workshop or » A small effort can have » Requires client to take the phone call » Enough experience to big impact next (big) step give guidance » Offer a process workshop » Demonstrates the value » Clients want the answers, first and then follow it with a of design thinking not the questions project-scoping workshop » Could lead to paid work » Likely to be pro bono
QUESTIONS WHO IS DOING THIS Do you have expertise? MetaDesign Do you have a process? NFFCP + Scojo BENEFIT
IMPACT
58 The Rockefeller Foundation Design for Social Impact: How-to Guide 59 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 » Select clients that have design » A small effort can have a » Likely to be pro bono credibility on hand skills and can implement the big impact recommendations » Relies on clients to » There is passion for the project » Empowers client to move follow through » Be clear about the scope of the forward with added confidence engagement and what they’ll get and credibility » Consider inviting multiple social entrepreneurs to review each other’s work
QUESTIONS WHO IS DOING THIS Do you have the expertise? Global Social Venture Competition Do you have designers who know how Turner Duckworth BENEFIT to and want to coach? World Bank Development Marketplace
IMPACT
60 The Rockefeller Foundation Design for Social Impact: How-to Guide 61 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 » Set aside time for briefing (before) » Fun for designers » Low impact community and expertise and filtering (after) » Quick » Half-baked ideas can seem » People with a lot » Set client expectations in advance naïve to clients of passion » Low risk
QUESTIONS WHO IS DOING THIS Do you have a team of passionate people? IDEO Do you have enough expertise to make this BENEFIT impactful for the client?
IMPACT
62 The Rockefeller Foundation Design for Social Impact: How-to Guide 63 PUBLISHING
PROCESS EDUCATE WORKSHOP FIRM
THE INTERN HOSTING OTHERS TO
EMPATHY D . SCHOOL
BENEFIT FIELD TRIPS . IN/. ZA
DESIGN CERTIFICATION
EDUCATE OTHERS SOCIAL IMPACT d.school .in/.za Empathy Field Trips Design Certifi cation Intern Hosting Publishing Process Workshop
INVESTMENT SIZE PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 » Partner with established » Potentially largest impact because » No financial return university, government, design schools it develops local capacity foundation, or private donors » Requires lots of resources » Use practitioners » Creates a network of designers » Must wait a long time to see impact » There exists a desire to teach as professors around the world which you don’t see directly » Creates a pool of qualified designers
QUESTIONS WHO IS DOING THIS Do you have interest in teaching your process? Cisco Can you identify funding to support a program? Microsoft BENEFIT Stanford d.School
IMPACT
66 The Rockefeller Foundation Design for Social Impact: How-to Guide 67 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
EMPATHY FIELD TRIPS
Executives or other interested parties pay to participate in cultural observations to gain fi rst hand experience in the developing world.
WHEN THIS WORKS TIPS
» With a strong network in place » Target decision makers who are » Potentially transformational » No direct impact interested but not committed to » Opportunity to extend the brand of experience for participants social impact work » Low return on investment the design fi rm in new directories » Strengthens personal » High start-up costs » Hire a team to handle the logistics commitments to social » Partner with local NGOs impact work » Don’t mix empathy field trips with » Fun project research » Creates a network between participants
QUESTIONS WHO IS DOING THIS Do you want to diversify in new services? Alumni association trips Does this detract from your core business? Cultural tourism BENEFIT Journeys for Change & UnLtd
IMPACT
68 The Rockefeller Foundation Design for Social Impact: How-to Guide 69 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
DESIGN CERTIFICATION
Designate individuals to be offi cial “social impact designers.” Certifi ed designers can be hired by participating companies.
WHEN THIS WORKS TIPS
» Known demand for designers to » Ask designers to pay for » Creates a network of designers » Minimal revenue for design firm be hired by corporate clients certification » Lends credibility to design » A lot of effort to train and » Credibility with clients who would » Ask clients to pay to recruit firm’s process evaluate designers want to hire certifi ed designers designers » Builds capacity to farm out work » Willingness to teach designers » Could be run by a neutral that the fi rm can not or does not rd 3 party want to do
QUESTIONS WHO IS DOING THIS Do you have an interest in teaching your process? Au pair agency Is there a benefi t to your fi rm for building a network Cisco BENEFIT of certifi ed designers? Core 77 Microsoft
IMPACT
70 The Rockefeller Foundation Design for Social Impact: How-to Guide 71 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
INTERN HOSTING
Host fellows or interns from emerging markets and train them in your design process.
WHEN THIS WORKS TIPS
» There exists a relationship » Interns must work on projects and » Brings cultural diversity to » Time consuming with a university to be mentored design firms recommend students » Interns need intense training » Encourage interns to return to so » Creates opportunities for the and coaching » There is capacity to train that their home country receives interns and builds their credibility and mentor student interns the benefits of their learnings » Creates a network of designers » Create a cohort by bringing in at once they return home least two interns at a time
QUESTIONS WHO IS DOING THIS Do you have the capacity to bring on Design Continuum interns and train them? IDEO BENEFIT Could interns contribute to your work?
IMPACT
72 The Rockefeller Foundation Design for Social Impact: How-to Guide 73 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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)
» Connections the right publisher » Build credibility before publishing » Flexible time commitment » Books take a long time to write (to reach the right audience) tool kits » Adds credibility » Requires good writers » When the author has credibility » Best accompanied by a workshop or other support » Spreads your ideas across time » Indirect (possibly shallow) impact and distance » Do this for PR, not money » Little or no financial return on » Can potentially lead to paid time investment engagements » Can potentially be sold
TIPS
QUESTIONS WHO IS DOING THIS Do you have something to say? Architects for Humanity Do you have people who can write? Business Review BENEFIT Harvard IDEO
IMPACT
74 The Rockefeller Foundation Design for Social Impact: How-to Guide 75 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 fi rm » Use workshops to build capacity » Minimal effort and cost » Potentially minimal impact with a passion to teach for social impact work within your organization » Can potentially lead to larger » Mostly pro-bono » There is an established process (paid) engagements » Tailor workshops to social » There exist relationships impact issues » Builds your network with interested attendees and organizations » If labor can’t be covered, ask for paid expenses » Consider open enrollment workshops
QUESTIONS WHO IS DOING THIS Do you have a process to teach? Celery Design Do you want to teach? d.School BENEFIT Is there an interested audience? Design Continuum IDEO
IMPACT
76 The Rockefeller Foundation Design for Social Impact: How-to Guide 77 LOCAL DEVELOP PARTNERS FIRM
THE
NETWORKS TO INDUSTRY
PACT
BENEFIT DESIGN COMPETITIONS CONTRIBUTE TO EXISTING NETWORKS
DEVELOP NETWORKS SOCIAL IMPACT Industry Pact Local Partners Design Competitions Contribute to Existing Networks
INVESTMENT SIZE PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
INDUSTRY PACT
Inspire fi rms across the design industry to value and participate in social impact work.
WHEN THIS WORKS TIPS
» The industry is collaborative » Convene multiple firms to » Raises social impact awareness » Requires a lot of effort to initiate develop the pact » Leaders are passionate among designers and maintain » Involve employees at all levels » Someone is willing to » Raises awareness about design » Doesn’t directly increase number take initiative » Ensure that firms are doing the in the social sector of engagements or impact in social impact work they’ve the world publicly agreed to do » Ultimate impact may be minimal
QUESTIONS WHO IS DOING THIS Can your fi rm collaborate with other design fi rms? Bluetooth Consortium Would signing onto a pact strengthen your commitment Designers Accord BENEFIT to social impact work?
IMPACT
80 The Rockefeller Foundation Design for Social Impact: How-to Guide 81 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
LOCAL PARTNERS
Staff projects with local talent or designers (e.g. Indian design fi rm or Indian design school).
WHEN THIS WORKS TIPS
» There is a network of partners » Maintain a relationship with » Lower cost » Challenging to collaborate around the world a professor of design or design firm » Increased contextual knowledge » Takes effort to maintain network » There is willingness to work with of partners outside designers » Consider entering a new country » Built-in hosts/guides with partnerships and later open » Diffculty to control the quality an office of design work
QUESTIONS WHO IS DOING THIS What type of partnerships do you value? Institute of Design in Chicago When do partnerships work for your fi rm? Media Lab Asia BENEFIT Parsons New School for Design
IMPACT
82 The Rockefeller Foundation Design for Social Impact: How-to Guide 83 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 » Partner with an NGO or foundation » Provides exposure and publicity » Time consuming challenges but no bandwidth to (like Ashoka or Rockefeller) to for design firm solve the problems gain credibility » No revenue » Connects firm with new partners » There exists desire to outsource » Tap into an existing design » No one owns the follow through design work by posting challenges challenges (like InnoCentive » Provides opportunities to do for others or X-Prize) smaller side projects » Post design challenges that are discrete pieces of work and can be effectively handed over
QUESTIONS WHO IS DOING THIS Do you want this work to be outside your fi rm? Ashoka InnoCentive Do you have the resources to dedicate to starting Architecture Kluster BENEFIT and running this? for Humanity X Prize Design 21
IMPACT
84 The Rockefeller Foundation Design for Social Impact: How-to Guide 85 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
CONTRIBUTE TO EXISTING NETWORKS
Encourage designers to volunteer their efforts to larger causes or existing networks.
WHEN THIS WORKS TIPS
» Small design fi rms that want to » Focus on competitions or networks » Both sides get something » Generally smaller efforts get involved but don’t have the that will give exposure resources to identify projects » Helps designers develop as » Difficult to do in addition » Incentivize designers to contribute entrepreneurial thinkers to project work » It’s a first entry into social to these efforts impact work » Gives designers experience » Pro bono—no financial benefits on social impact projects » Passionate designers are involved
QUESTIONS WHO IS DOING THIS Do your designers have passion and time to take this on? IDEO Are you ready to make this work a core offering? MetaDesign BENEFIT
IMPACT
86 The Rockefeller Foundation Design for Social Impact: How-to Guide 87 IDENTIFY 3 RD PARTY SPONSORSHIP FIRM
FUNDRAISING PROJECT FINANCING THE
TO
FUNDING CROSS- SUBSIDIES BENEFIT
DESIGN STREAMS INDUSTRY FUND
IDENTIFY FUNDING STREAMS SOCIAL IMPACT Design Industry Fund Fundraising Cross-Subsidies 3rd Party Sponsorship Project Financing
INVESTMENT SIZE PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
DESIGN INDUSTRY FUND
Establish an industry-wide body that receives funding and projects from foundations and NGOs and assigns them to design fi rms.
WHEN THIS WORKS TIPS
» There is foundation or other major » Define selection criteria and » Increases the size of the pie » No one design firm would donor support to set it up request applications from take it upon themselves to potential clients » More efficient for foundations » Signifi cant funding and many create this » Raises awareness of design projects from foundations, the » Bring together several » Requires dedicated to social sector government, and NGOs design firms overhead costs? » There is willingness to collaborate » Secure funding in advance with other fi rms
QUESTIONS WHO IS DOING THIS Do you have the capacity to do this work yourself Design Industry Foundation Fighting AIDS or do you need the fund’s support? TED Prize BENEFIT Are you motivated to collaborate with others USAID IQCs in the industry?
IMPACT
90 The Rockefeller Foundation Design for Social Impact: How-to Guide 91 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
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 » Tap corporate-giving arms » Allows firm to do more » Time consuming to set up with funders of clients social impact projects and maintain » The parties share a perceived » Develop clear selection criteria » Builds expertise and credibility » Possible perceived conflict expertise in social impact work for projects by doing more projects of interest in managing own funds » Create outside panels of reviewers » Gives more flexibility about to approve selection criteria who to work with and when » Challenging to raise philanthropic money as a for-profit firm » Consider matching funds » Could create efficiencies » Consider creating a companion with scale non-profit fund
QUESTIONS WHO IS DOING THIS Do you have the relationships and expertise Acumen Fund to raise the money? Good Capital BENEFIT Do you have projects you want to identify Legacy Ventures funding for?
IMPACT
92 The Rockefeller Foundation Design for Social Impact: How-to Guide 93 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
CROSS- SUBSIDIES
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 » Express as investing the firm’s » Can become a draw for higher » Takes money from design and excited about this work profits in this work, not as taxing paying clients firm’s bottom line the clients » The margin is high enough, or can » Allows more flexibility to do » Could create awkward be, on full-fee work » Ask clients to subsidize specific discounted or pro bono work conversations with those who social impact projects and leverage » Social sector clients can afford don’t qualify for subsidized the travel for one project to » No external oversight needed subsidized rates or pro bono projects do research for another project » Could add positive aspects to » Could result in increasing less positive work the design firm’s rates for corporate clients
-
QUESTIONS WHO IS DOING THIS Can you afford to subsidize this work? Smart Design Does this offer help attract corporate clients? Celery Design BENEFIT Free Range Studios
IMPACT
94 The Rockefeller Foundation Design for Social Impact: How-to Guide 95 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
3 RD PARTY SPONSORSHIP
Get funding from a foundation or Multinational Corporation (MNC) in order to do a design project for one of their grantees. The design fi rm could become a broker between funders and grantees.
WHEN THIS WORKS TIPS
» Relationships and credibility » This applies to any type of engage- » Can leverage your brand to help » Third party payer relationship with founders exist ment, not just business as usual clients get funding can get complex » They are projects you want » Include design projects within a » A good way to do more impactful » Projects are few and far between to take on larger grant that NGOs receive projects for clients who can’t pay » In some cases, the grant recipient themselves » Get grantees to write proposals has no skin in the game for funding » Make sure grantee has skin in the game » Clarify who client is when there’s a 3rd party payer
QUESTIONS WHO IS DOING THIS Do you have connections to funding sources? Celery Design Can you fundraise for projects? McKinsey BENEFIT Monitor Institute Smart Design
IMPACT
96 The Rockefeller Foundation Design for Social Impact: How-to Guide 97 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
PROJECT FINANCING
Offer fl 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 » Be selective with clients » Builds credibility by putting » Risky for design firm the organization or project own skin in the game » Be prepared for longer » Financial returns in social impact » The social enterprise has a term engagement » Allows independence in projects are very long term business idea that the design » Consider bartering for services choosing clients firm believes in
QUESTIONS WHO IS DOING THIS Can you afford to wait for compensation? Good Capital Are you willing to take the risk? Rent-to-own BENEFIT Venture capital
IMPACT
98 The Rockefeller Foundation Design for Social Impact: How-to Guide 99 CENTER OF MODIFY EXCELLENCE FIRM
. IN/ZA THE YOUR TO
BENEFIT STRUCTURE . ORG
MODIFY YOUR STRUCTURE SOCIAL IMPACT .org .IN/ZA Center of Excellence
INVESTMENT SIZE PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
.ORG
Spin-off a non-profi t with lower rates. Assign dedicated staff to the non-profi t.
WHEN THIS WORKS TIPS
nd » Social sector work is a central » Watch out for creating 2 class » More credible to non-profits » Requires sacrifices to part of fi rm’s business consultants if compensation lower rates, including is different » Access to grants » People with expertise culture and compensation » More accessible to non-profits in social sector work are involved » Understand all legal ramifications, » Siloed workforce and especially IRS regulations, before » Tax benefits if rates are lower infl exible resourcing proceeding » Good PR opportunity » Makes no profit for the firm » More diffi cult to share learnings between projects
QUESTIONS WHO IS DOING THIS Do you want to split social sector work Bain and Bridgespan off from your core business? BENEFIT Is it worthwhile to spin-off a non-profi t?
IMPACT
102 The Rockefeller Foundation Design for Social Impact: How-to Guide 103 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
.IN/.ZA
Open an offi ce in an emerging market and engage in social sector work.
WHEN THIS WORKS TIPS
» The location is a central part of » Consider rotating staff to » Increases credibility » Diminishes involvement of the fi rm’s business other offices existing staff » Shows commitment » If it’s a full-service offi ce » Build capability first » High start-up costs (not only social sector clients) » Lowers rates and overhead » Establish network and clients first » Difficult to recruit designers » Teams are immersed in local environment » Mismatch of salaries and project costs » Easier access to emerging markets » 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? Human Factors International - India Do you feel like you can create more McKinsey Brazil Social BENEFIT impact by adding a location? Entrepreneurship Center
IMPACT
104 The Rockefeller Foundation Design for Social Impact: How-to Guide 105 PROJECTS EDUCATION NETWORKS FUNDING ORGANIZATION
CENTER OF EXCELLENCE
Create a social impact innovation center within the design fi 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 » Someone within the firm should » Adds credibility » Could silo social impact work have an existing network and know » People with expertise are involved the players » Builds internal expertise » Could make social impact work seem less valuable » Have at least one person dedicated » Provides dedicated resources » Requires committed to social impact work and draw » Reduces BD costs by streamlining from the larger design pool for overhead expenses project work » Assign dedicated client contacts
QUESTIONS WHO IS DOING THIS Do you want to make social impact a MIT D Lab core part of your business? Monitor Institute BENEFIT Do you want to centralize social impact work?
IMPACT
106 The Rockefeller Foundation Design for Social Impact: How-to Guide 107 INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION INSPIRATION Case Studies INSPIRATIONStay Informed INSPIRATION INSPIRATION INSPIRATION
108 The Rockefeller Foundation Design for Social Impact: A How-to Guide 109 CASE STUDIES
Process Guide Publishing 3rd Party Sponsorship Concept Brainstorm
110 The Rockefeller Foundation Design for Social Impact: How-to Guide 111 CASE STUDY NO. 01 CASE STUDY NO. 02
PROCESS GUIDE PUBLISHING IDEO + d.light Elephant Design d.light hired IDEO for a series of design reviews to support Elephant Design decided to do something to support their their work in developing a solar lantern. The team had fi ve home city of Pune, India. The fi rm has designed and published one-hour reviews with a senior mechanical engineer over a three communications pieces as a way to impact their local period of two months. This interaction was very rewarding community. The books and card set highlight the charms and for both parties. IDEO was paid for the employee’s time. offerings of the city and has served to increase tourism as The coach enjoyed the interaction and was able to have a well as draw in more industry to the area. The three pieces, big impact on the d.light team. “We felt the engagement to Pune: Queen of the Deccan, My Pune Travel Book, and Pune be extremely worthwhile, and we were able to quickly learn 30 Picture Cards all serve to elevate Elephant’s status in the from an expert, rather than make mistakes and slowly make community and also serve as source of profi t. progress. The result was a much smoother process which means more time spent on developing other great products for the developing world.”
112 The Rockefeller Foundation Design for Social Impact: How-to Guide 113 CASE STUDY NO. 03 CASE STUDY NO. 04
3 RD PARTY SPONSORSHIP CONCEPT BRAINSTORM Celery Design Collaborative IDEO + Better World Books
Sun Microsystems hired Celery to design a web-based tool IDEO conducts one-hour pro bono “Social Impact Labs” twice to manage their greenhouse gas emissions. The site allows a month. Each lab session focuses on a challenge raised by an participants to assess, track, and compare energy performance organization that appreciates design thinking but can’t afford and encourages sustainable innovation. As the project took an engagement with a design fi rm. One recent session was with shape, Sun decided that it made sense to open source the tool Better World Books, an online bookstore that uses its profi ts to and build a community around it. OpenEco.org demonstrates reduce poverty through literacy. During the lab session a group Sun’s leadership and provides PR value to the company. Celery of IDEO designers from a variety of backgrounds got a briefi ng worked with Natural Logic in the conceptual phases and with on the challenge of making social impact with environmental Code Magi for the engineering and build-out to develop the consciousness. The brainstorm resulted in a large number of on-line community. ideas that inspired Better World Books. “It was very fun and inspirational to get out of the offi ce and re-think some problems that we think about on a daily basis.”
114 The Rockefeller Foundation Design for Social Impact: How-to Guide 115 STAY INFORMED ARTICLES “BoP Protocol 2” Cornell University, 2008 We recommend the following books, articles, and websites “ Can the Cellphone Help End Global Poverty?” about design for social impact. New York Times, April 13, 2008 “Embedded Innovation” BOOKS Stu Hart, 2008
Biomimicry: Innovation Inspired by Nature “Low Tech Laboratory” Janine Benyus Good Magazine, October 2007
Blessed Unrest: How the Largest Social Movement in History “Low Technologies, High Aims” Is Restoring Grace, Justice, and Beauty to the World New York Times, September 11, 2007 Paul Hawken “Nothing Ventured, Nothing Gained” - Jed Emerson, Tim Freundlich, and Jim Fruchterman, Skoll Centre for Social Entrepreneurship, 2007 Capitalism at the Crossroads Stu Hart “ Serving the World’s Poor, Profi tably” C. K. Prahalad, Harvard Business Review, September 2002 Cradle to Cradle William McDonough and Michael Braungart “ Strategy and Society” Michael Porter and Mark Kramer, Design for Society Harvard Business Review, December 2006 Nigel Whiteley “ The Best Available Charitable Option” Design for the Other 90% Acumen Fund, 2007 Cooper-Hewitt, National Design Museum “ The Hidden Wealth of the Poor” Design for the Real World: Human Ecology and Social Change The Economist, November 3, 2005 Victor Papenek “ This is Not Charity” Atlantic Monthly, October 2007 Design like you Give a Damn: Architectural Responses to Humanitarian Crises Architecture for Humanity “ Trickle Up Economics” Forbes, June 20, 2005 Eco Design: The Sourcebook Alastair Fuad-Luke BLOGS AND WEBSITES The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profi ts www.acumenfundblog.org C.K. Prahalad www.changemakers.net
Rural Studio: Samuel Mockbee and an Architecture of Decency www.design21sdn.com Andrea Oppenheimber Dean and Timothy Hursley www.goodmagazine.com How to Change the World: Social Entrepreneurs and the Power of New Ideas www.hipinvestor.com David Bornstein www.janchipchase.org The Next Four Billion www.jocelynwyatt.com World Resources Institute www.naturalstep.org The Power of Unreasonable People: How Social Entrepreneurs www.nextbillion.net Create Markets that Change the World John Elkington and Pamela Hartigan www.socialedge.org
Worldchanging: A User’s Guide to the 21st Century www.worldchanging.com Alex Steffen www.xigi.net
116 The Rockefeller Foundation Design for Social Impact: How-to Guide 117 MODES OF ENGAGEMENT DESIGN FOR SOCIA MODIFY THE WAY YOU WORK EDUCATE OTHERS 1 Concept incubation 44 1 d.school .in/.za 66 2 Design + implementation 46 2 Empathy fi eld trips 68 SOCIAL IMPACT DE 3 Business as usual 48 3 Design certifi cation 70 4 Scale to fi t 50 4 Intern hosting 72 PACT DESIGN FOR 5 Process guide 52 5 Publishing 74 6 Sabbatical 54 6 Process workshop 76 7 Catalogue of design 56 GN FOR SOCIAL IM challenges 8 Project scoping 58 9 Design review 60 CIAL IMPACT DESIG 10 Concept brainstorm 62 T DESIGN FOR SOC DEVELOPING NETWORKS IDENTIFY FUNDING STREAMS 1 Industry Pact 80 1 Design industry fund 90 OR SOCIAL IMPACT 2 Local partners 82 2 Fundraising 92 3 Design competitions 84 3 Cross-Subsidies 94 4 Contribute to existing 86 4 3rd party sponsorship 96 IMPACT DESIGN FO networks 5 Project fi nancing 98 SIGN FOR SOCIAL MODIFY YOUR STRUCTURE 1 .org 102 OCIAL IMPACT DES 2 .in/.za 104 3 Center of excellence 106 ACT DESIGN FOR S N FOR SOCIAL IMP Tara Acharya Tim Brown IAL IMPACT DESIGN Demmy Adesina Aaron Sklar Maria Blair Sandy Speicher Doug Solomon DESIGN FOR SOCIA Jocelyn Wyatt R SOCIAL IMPACT D The Rockefeller Foundation