FUNDAMENTALS of BUSINESS MODELS & THEORY OF CHANGE
Every business and social venture has a business model. The challenge is that some business models successfully provide strategic differentiation, competitive advantage, and the basis for sustained growth and innovation — while others do not.
Business model innovation is essential to both the short- and long-term health of the enterprise. As the core driver of value, revenue, and profit, business models must be continually invented and re-invented as market conditions change. Successful business models often contain a creative spark, something that leapfrogs existing market assumptions and competitors.
Your business model is different than your business plan and this session will frame up what a business model is and why it is so important to funders and stakeholders in your social venture. A strong business model leads to greater impact, sustainability and less organization churn.
You will learn how to develop three core components:
a compelling theory of change
sustainable business model
strong performance metrics
Draft your Theory of Change framework
First iteration of your Business Model--Revenue Mix + Business Model Canvas
Think about your outcomes and metrics from the beginning of your venture
Module Two: The importance of Ecosystem Building & Tools
MAP YOUR STAKEHOLDERS – MOBILIZE THE SYSTEM
In this module we will define the various stakeholder factions relevant to your venture and identify their values, loyalties and potential behaviors. You will also brainstorm ways in which you may begin to mobilize these stakeholders in order to make progress with your venture. Use your Mycelium peer group to gain feedback on your stakeholder analysis.
You will learn how to:
Identify your stakeholders via Rainforest Canvas
Understand the visible social contract in your ecosystem
Funding is essential as you must determine how you will float your venture. There are traditional methods of securing grants from grant making foundations and new crowdfunding platforms. Nonprofits were early adopters of crowdfunding—NPR and PBS have hosted pledge drives for decades, and who can forget the Muscular Dystrophy Association’s telethons hosted by Jerry Lewis? But it wasn’t until websites Kickstarter and Indiegogo arrived on the scene that crowdfunding gained widespread popularity. The momentum hasn’t slowed, and today there are hundreds of crowdfunding platforms available.
We will explore these funding avenues via a panel discussion with three guest speakers as they share their successes and failures. We will also take a look down the road into the future of philanthropy and crowdfunding.
“At Mycelium, the Learning Journey is “part Life Design, part Leadership Development and part Business Incubator. Mycelium is a learning laboratory working to crack the code of education that supports personal and systemic transformation.”
I believe Mycelium to be an appropriate response to this moment in time and the rate of change in the 21st Century. We need to experiment and build new models of affordable experiential learning and disrupt traditional education structures for many of the obvious reasons; cost, access, student debt. And most of all, unlocking human potential.
The Mycelium Learning Journey is a 12-week virtual and in-person program for people of all ages who want to make a difference in the world. Participants custom-design their Journey in this self-designed and community supported learning experience. Each individual has a project or life question that is calling for their attention. The Learning Journey provides the minimal amount of structure and the maximum amount of support, allowing participants to embody that place where their gifts meet the needs of the world. Journeyers (participants) collaborate with a personal learning coach, a practice group and a customized advisory board. Journeyers also have access to the Mycelium Learning Network, an online aggregation of world class thinkers and professionals. We curate connections, tailoring experiences to help people maximize what they learn and succeed in their work. The ultimate aim is that throughout the process (the Journey), participants develop skills, connections and relevant experiences, while also developing the accountability needed to activate their fullest potential to do the work (and live the life) they are here to do. www.Mycelium.is
The Global Innovation Summit (www.innosummit.com) on February 17-19, 2014 is a conference in Silicon Valley on how to foster the growth of innovation ecosystems. The event seeks to catalyze systemic, sustainable innovation across organizations, communities, and countries.
Join us – along with nearly 500 of your fellow ecosystem builders from over 50 countries – as we connect, learn, and create together. The Global Innovation Summit, an invitation-only event, is the centerpiece of Global Innovation Week, which is open to everyone and features multiple events and activities throughout the region.
The Women and Innovation Lab is a one-day forum for the examination of hidden biases and barriers to feminine participation, and an incubator for the generation of insights, solutions and collaborative action. Join us on February 20, 2014 for a day of discovery, dialogue and action hosted by Janet Crawford and Ann Badillo.
Strategy Made Simple - The 3 Core Strategy Questions
In increasingly turbulent and complex times, we understandably fall prey to a dangerous temptation – both as institutions and individuals. We’re tempted to abandon long-term strategy and fall back on rapid adaptation as the only winning game – sense and respond quickly enough to events as they occur and everything will be OK.
Don’t get me wrong, we all need to find ways to be more adaptable. But adaptation as a strategy is fraught with risk.While compelling in theory (who could be against adaptation?),adaptation in practice leads us to spread our resources way too thinly as we fall into a reactive mode, unable to prioritize or focus as we get bombarded with events occurring at a faster and faster rate. It leads us into a narrow incrementalism that often ends up at a dead-end.
So, what’s the option? The option is to focus more than ever on three core strategy questions that can help provide us with focus and stability even as the turbulence increases around us– and help us to prioritize where we need to respond and where we don’t.