Slide 1 The Young Foundation 2010 Accelerating Social Innovation Andrea Coleman 17 November 2010 3...

The Young Foundation 2010

Accelerating Social Innovation

Andrea Coleman

17 November 20103rd International Congress on Innovation


• We bring together insight, innovation and entrepreneurship to address social needs

• Independent non-profit organisation without an endowment

• Base in UK, outposts in US, France, Australia, and with international perspective

About the Young Foundation

55 years of achievement1

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Michael Young’s vision for the first University in the air opens with the aim of widening access to higher education

Oct

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Michael created the Consumers’ Association, the precursor to Which? To help consumers tackle the issues that matter to them

Michael Young, 'the world's most successful entrepreneur of social enterprises,’ for of his role in creating over 60 new organizations worldwide, Professor Daniel Bell, Harvard University.

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Initially covering just four languages, Language Line was first set up to enable communication between patients and staff at the Royal London Hospital in East London. The local police on the Isle of Dogs then requested 24 hours a day coverage in 16 languages.

Language Line Services’ Telephone Interpreting and Translation Services grew rapidly throughout the 1990s, and the company is now part of the largest Interpreting company worldwide providing 170 languages.

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Michael Young creates the Mutual Aid Centre to assist citizens in takingcontrol over their lives

Named after Michael Young and formed through the merger of his two organisations, The Institute for Community Studies and Mutual Aid Centre.

Michael Young left a remarkable legacy of ideas and institutions which had an enormous impact on the day-to-day lives of the millions of people who use them and on how we think about our society.

Over the next fifty years the Young Foundation, as a centre for social innovation and entrepreneurship, hopes to have an equally profound impact.

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NOWFounded by Michael Youngvehicle for social research and action and enterprise. Through which he created over 60 organisations and published hundreds of reports and books on social justice, equality, and policy.

Family and kinship in East London. First published in 1957, this vivid and touching picture of family life in the East End of the 1950s is one of the great pioneering works of modern sociology.

http://www.fastlaners.org.uk/

http://www.schoolofeverything.com/

http://www.sicamp.org/


Young Foundation today

• Research – emerging social needs and how to innovate to meet them

• Collaborations – piloting innovations in public services

• Advising governments – on supporting innovation and social entrepreneurship

• Social ventures – supporting and spinning out start-ups


What do we mean by social innovation?


The development of new ideas (products, services or models) to meet unmet social needs and create new social relationships or collaborations.

Innovations that are both good for society and enhance society’s capacity to act.

What is social innovation?


The social innovation process

1. Prompts – The need for or possibility of a an innovation

2. Proposals –The stage of idea generation

3. Prototyping –Ideas get tested in practice

4. Sustaining –Ideas becomes everyday practice

5. Scaling – Strategies for growing and spreading an innovation

6. Systemic change – Change is achieved in cultures as well as practices


Social innovation is an opportunity and a challenge for businesses

The boundaries between the private sector and the social sector are breaking down for many reasons:

1.

The continued growth of social industries

Brazil’s health spending will double from 5% of GDP to 10% of GDP between now and 2050.

2.

Public sector outsourcing of social provision

The Public Services Industry in the UK has grown from £41b in 1996 to £78b in 2007.

3.

New business lines Social innovation is a field for creating new business opportunities for growing brand equity

4.

Growth of social enterprisesSocial enterprises may begin challenging the dominance of the traditional corporation structure


Obesity will double in a generation UK

example


As will anxiety and depressionUK example

Spending more is not the answer

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Index of costs adjusted for casemix and local market prices (2001/2)

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Source: HM Treasury, based on Department of Health Performance Indicators, 2002, and Department of Health Reference Cost Index, 2002

R2 = 0.1

350

400

450

500

550

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Cumulative spending per pupil

Mean

sco

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IrelandUK

USGermany

Greece

Sweden

FinlandCanada

Italy

Austria

Spain

Belgium

Denmark

J apan

France

P ortugal

Education Mean Scores (Reading, Maths, & Science), 2000

Source: PISA, 2002


... And now it’s not an option

Source: Public debt as % of 2009 GDP, The World Factbook, United States Central Intelligence Agency, accessed 11/2010

Cote d’Ivoire

67%

United States

53%

Brazil

59%

United Kingdom

53%Spain

53% Japan

193%

India

57%Argentina

49%

Many existing models don’t work– too inflexible, unimaginative, fitted to past problems or locked into powerful interests


The future of innovation

New processes for innovation:

1. Co-creating value with customers and users;

2. Global knowledge sourcing and collaborative networks;

3. Global challenges as a driver of innovation;

4. Public sector challenges as a driver of innovation.

Emerging markets as leaders:

“emerging countries... are using new technologies such as

mobile phones to bring sophisticated services to rural

communities. And they are combining technological and

business-model innovation to produce entirely new

categories of services.”


5 types of successful social and business integration

Social enterprises – The Big Issue1

2

3

4

5

Consumer co-ops – Japanese food coops

For profit development of new social models – Maximus and

Hybrid businesses with social missions – SI Park Bilbao

Cooperative production – Mondragon


Social enterprises – The Big Issue

• Business model - innovative application of traditional re-seller model

• Promotes enterprising –premised on sellers’ ability to be active and self-motivated

• Leverages employment –participation is conditional on not participating in undesirable behaviours (eg. intoxication)


Consumer co-ops – Japanese food coops

• Mainstream involvement - Approximately 1 in 5 of all Japanese households belongs to a local retail co-op

• Highly gendered - 90% of all food co-op members are women

• Integrates business and social – coops build strong social networks, as well as being a vehicle for reduced grocery prices


For profit social models - Maximus

• Economies of scale - 6,200 employees, 260 offices, sales of nearly $1 billion

• Aligned financial incentives – for profits are highly motivated to achieve efficiencies


What a Hundred Million Calls to 311 Reveal About New York

by Steven Johnson, Wired Magazine, Nov 2011


by Steven Johnson, Wired Magazine, Nov 2011

“SeeClickFix has begun offering free dash-boards that local governments can use to view real-time statistics.

It’s an intriguing hybrid model, in which the private sector creates interfaces for managing and mapping urban issues while the public sector continues its traditional role of resolving those issues.”


Cooperative production - Mondragon

• Participatory production - federation of co-operatives owned and managed by workers

• Working at scale - Total of 85,066 people working in 256 companies

• Integrated with training – Mondragon sponsors the University of Modragon


Hybrid Business – SI Park, Bilbao• Comprehensive – from ideas generation,

through to designing and testing

• Onsite & online – uses multiple platforms to support collaboration

• Cross-sectorial – bringing together government, civil society and businesses

• Open invitation – participatory and non-exclusive approach


Hybrid Business – SI Park, Bilbao - www.hiriko.com

http://www.hiriko.com/


Driving and accelerating social innovation

Government acknowledgement for more innovative public services

Increasing citizen expectations of innovation in public services

Idea generation from business, civil society and citizens and users

Scaling up of small projects supported by businesses and civil society

1.‘Pull’ in the form of effective demand

2. ‘Push’ in the form of effective supply

3. Connecting ‘pull’ to ‘push’ to practice

innovation

4. Learning and adapting to sustain social impact

Effective intermediaries that connect the demand for innovation with those supplying ideas, testing and scaling

Robust evaluation that clearly demonstrates impact

Documenting and sharing learning and experiences


Challenges to growing the field

8 Key Challenges

1. Lack of enabling infrastructures:

2. Financial

3. Codified methods

4. Reliable metrics

5. Networks and Intermediaries

6. Policy and regulatory frameworks

7. Co-ordinated leadership

8. Enabling cultures


What practitioners say about challenges

The proportion of social innovators who do not have adequate access to structured training and development

75% -

Of social innovators think training in how to scale up social innovation is a top priority for training48%

- The percentage of social innovators prefer a practical and applied approach to learning over a theoretical approach

96% -


The future potential:

Social innovation can tackle society’s key challenges...

...but in order to do so, the field needs to improve its practices

• Greater collaboration, less fragmentation

• Assessing and documenting impact, focusing on more than outputs

• Ongoing and rigourous dialouge on what does and does not work, getting over the fear of failure

• Better knowledge sharing, rather than starting from scratch each time

• Strong networks internally and locally, not a solo effort to solve problems


Please get in touch:

Andrea ColemanDirector

[email protected]+44 (0) 20 8980 6263

mailto:[email protected]

mailto:[email protected]

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