IMAGINE

Welcome to your
social business journey

Idea & problem

definition
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 WELCOME TO YOUR
SOCIAL business JOURNEY ROAD

TOOLS

T R I P

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Quick ma

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10 -15 Minutes

Individual

Pencil and colors, or camera

Remember that a social entrepreneur

should be able to find solutions to
social, cultural or environmental
problems leader
My motivations:
you must be s of the adventure “My biggest motivation? Just to keep
you are about to live and determine
challenging myself. I see life almost like
how
one long University education that I never
My goals:
had, everyday I’m learning something
http://thestartupkids.com/
new.”
- Richard Branson

Choose a quiet place to reflect and

My inspiration:
complete this activity

Inspired by: K. K., & R. C. (2014). Beginners Guide - Changing the world, a young persons guide to social entrepreneurship (1st ed.) (U., Ed.) [Pdf ]

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P O

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R T R A

Mi motivación es apoyar al desarrollo

My motivations:
educativo de mi pais, desde la
insitutción en la que laboro, buscar el
bienestar de la sociedad.
Draw yourself here
or take a selfie

Buscar un desarrollo común y

My goals: ayudar en el planteamiento de
proyectos que ayuden a solucionar
problemas

Mi inspiración es mi familia
(padres, hermanos, esposa e hija) y
My inspiration: el ser una persona que ayude al
crecimiento de la sociedad
mexicana.
Si algún día la vida te sonríe, entre
Your motto mas tengas mas humilde debes de ser

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Quick
Readiness Test ima

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How ready are you for the wor d of social entrepreneurship?

10 - 15 Minutes OBJECTIVE:
The Enacter will be able to evaluate their readiness for social entrepreneurship.

Individual
INSTRUCTION :
and choose the letter describes your personal motivations and behaviors
Pencil or pen .

Tally up your score

Be honest , the 30-20 points The Torchbearer
only way to improve is by knowing
Your spirit, drive and grit make you ready to take on the roadblocks along the journey. Your energy is essential for
right now
that will give you a clear perspective
your team and will help light the way when others feel lost. Don´t let the flame fade. You got this!
of where you want to be tomorrow.
20-10 points The Tracker
You are critical of everything, but your team needs your realism. You are there to make sure that those
Choose a quiet place to reflect and
complete this activity
dreamers keep their feet on the ground. You are needed for technical and financial areas, where your ability to look
beyond the dream and to reality will ensure your teams stays on track.

10 and below The Apprentice

So the challenges to come along this road may be new to you, but get ready to become one with your inner social
entrepreneur. You have the talent and most importantly you are here. You have your team and our network to
lean on. So, bring it and show the world and your community what you got!

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T E S T

Are you prepared to make sacrifices to your personal agenda to Do you enjoy working on projects that will take hard years
focus on developing your social entrepreneurship? to complete successfully?
Yes Yes
Sometimes Sometimes
Not usually Not usually

Are you the kind of individual that once you decide to do Are you deeply convinced that the current situation for individuals and
something, you´ll do it and nothing can stop you? the world can be better?
Yes Yes
Sometimes Sometimes
Not usually Not usually

Can you empathize with other people´s situations? When you picture yourself in the future, do you envision yourself
Yes running your own business?
Sometimes Yes
Not Usually Sometimes
Not usually
Are you good at dealing with failure?
Yes Do you find it easy to keep yourself and others motivated?
Sometimes Yes
Nos Usually Sometimes
Not usually
After a severe setback in a project, are you able to pick up the
pieces and start over again? s personal satisfaction to you means creating value not only for
Yes yourself?
Sometimes Yes
Not usually Sometimes
Not usually

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Quick
WHERE ARE YOU? ima

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Objective:
10 Minutes
The Enacter wil be able to reflect on their personal disposition to take on the challenges of being a social entrepreneur.

Individual
Where are you? Where are you standing?
Some people have a hard time imagining themselves being different from the rest, even more, picturing the world as
Pencil or pen different. Making a change, challenging the status quo is not always easy, but it´s definitely worth it.
Like anything else, it all depends on how do we look at things, where some other people might see a problem, social
https://www.facebook.com/jirodream sofsushimovie/ entrepreneurs see an awesome opportunity, it requires commitment and developing the great quality of approaching
things with a simple vision. Do not overcomplicate things! You are reading this for a reason, are you ready?

“don't call it a dream call it a plan”

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Quick
Leadership Team for
your Social Business
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INSTRUCTION :
Type:
The following chart has a brief description of the roles you want on your team roles are based on relevant articles
Group
and expert opinions. It´s your time to find the team that will make this social enterprise a reality. Some people will
Materials: take on various of these roles and some members will keep their expertise in a specific role.
Pencil or pen

Tip:
A long series of studies conducted
the British National Health Service

that teams whose values The Fearless Driver The Co-pilot Strategist The Sound ox
identify more strongly as a group
display greater levels of innovation.
Because values are a guide for
behavioral choices, group members
who share similar values are more
likely to agree about group actions,
and vice-versa.
Personality Tests Can Help Balance a Team, Tomas
Chamorro-Premuzic and Dave Winsborough. MARCH The Budget Master The Sales Junkie The Locavor
19, 2015

Website:

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T E
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The Fearless Driver The Co-pilot Strategist The Sound ox

You define why your project exists and how it´s going You are the one who creates the strategy to make
to make its vision a reality. the vision of the project a reality what you do You are the one that everyone knows, or
Convincing the world around you that your plan on a daily basis. Let´s say you are both the heart and wants to know. You are in charge of
for change is urgent and necessary strategy for making sure that heart keep pumping your alliances and finding partners. You
our ability for communication is key in your skill and only gets stronger with time, resources, and have a keen ear for creating the right message
deck. scope. and the eye for creating a great image. This makes
You assemble, inspire and motivate your dream You look at the day to day, and are crucial in these you perfect for taking on your social media and
team to take on the challenges . Your early stages to strengthen all aspects of the project. organizing your team to produce the content
team is your strength, and you are the one who can you need.
motivate them to rise above who they are to
Your tasks include:
achieve their highest potential. Management of The Soundbox makes sure that the Fearless
the team and their tasks is essential. + Creating and executing the operational strategy Leader is speaking to the right audiences at the
our crucial tasks include: + Defining your limits and plans to overcome right time and capitalizing on all opportunities.
challenges In addition, you develop ties to programs
+ Defining and refining your mission and vision. + Fomenting the project´s mission and vision through and manage existing funding relationships,
+ eading your dream team to carry it out each operational decision you carry out freeing the Fearless Leader to spend time on
+ Defining and cultivating a work culture + Defining financial operations
+ Serving as the public face of the project
Your tasks include:
+ Communicating the social mission of the project
and getting others on board

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The Budget Master The Sales Junkie The Locavor

You are the finance , the person who keeps the Your social enterprise is changing the world, and you are You are one with your and they see you as one
organization grounded in financial reality. Placing the the motor of making that change real in sales. You are the of them
strong salesperson who is help minimize the risk.

You have the perfect combination of technical You lead your team in connecting
You are more than a fficer, you are also the insight, founder authority, and sales experience is a . You are
person rolling up their sleeves and hard-to-beat advantage in the competitive also their number one guardian and ou are keeping
marketplace. them at the forefront

Your responsibilities: Your responsibilities:

+ Managing the budget of the organization You are community relations king and strive to
+ Finding leads and putting them through the
+ Creating projections and deciding budget issues communicate this to the world to attract volunteers.
pipeline
based on the
+ Coordinating your team members to pitch the deal
+
strategically
+ Your responsibilities:
+ Selling the project to potential investors
+ Finding key stakeholders from the community and
+
including them when necessary
+
+ Communicating between the team and the
community
+ Organizing events with community members, your
teams, and people who want to help
+

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Quick
What exactly is Social
Entrepreneurship?
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OBJECTIVE:
The Enacter will be able to indentify key attributes of social businesses.
Group

We’re talking about success and social value. Today many people lump this in a special category: social entrepreneurship.
Companies could bring business and society back
together if they redefined their purpose as creating We’re not sure exactly what that is, so we’re interested in learning more. As it turns out, so were two Tuck class of 2013
“shared value”—generating economic value in a students, Christopher Halstedt and Brad Callow. This past spring they did an independent study with Senior Associate Dean
way that also produces value for society by
Bob Hansen and Gregg on exactly this topic. They set out to see if they could understand what exactly is social
addressing its challenges. A shared value approach
reconnects company success with social progress. entrepreneurship and how it creates social value. Here are some excerpts from what they found:
- Creating Shared Value, Michael E. Porter and Mark R. ******
Kramer FROM THE
We began this independent study with the mindset that we would target social entrepreneurs with for-profit practices
JANUARY–FEBRUARY 2011 ISSUE
(so-called SocialEntrepreneurs). In exercise, this was much more difficult to achieve, as a lot of what nonprofits aim to
accomplish comes solely from philanthropic influences. Of course we believe that successful nonprofits should think like
Profit´s not always the point
www.ted.comtalksharish_manwani_profit_s_not_always_the_point for-profits and strategically position themselves for growth and scale; however, this mindset comes few and far between.
From our readings and anecdotal discussions, there were three key criteria we believe were essential. Though they were
relatively simple, their respective impact on each nonprofit was and will continue to be significant:
• Is the idea worthwhile?
• Is it a good idea for the goal?
• Is there good execution and is it sustainable?
One learning experience from this independent study really revolved around the difficulty of measuring success in a
nonprofit setting. We saw it time and time again, and the answer isn’t as simple as profitability, as each nonprofit has its own
metrics for measurement of what makes for worthwhile outcomes. It was interesting to see that some nonprofits take a
proactive approach in defining these measurements, while others had a tough time answering the basic question, what is
your impact?

Inspired by: G. F., & C. G. (2012). What Exactly Is Social Entrepreneurship? http://www.forbes.com/sites/greggfairbrothers/2012/05/28/what-exactly-is-social-entrepreneurship/#6f16261837a9

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• Is the idea worthwhile?
• Is it a good idea for the goal?
• Is there good execution and is it sustainable?
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R E N E U

A clear plan for execution is an essential component of success. One nonprofit we interviewed lacked a simple business plan. They believed that if they had the social mission and
supporters to fund that mission, then there was no need to strategically create a plan for the future. We found that those with business plans think strategically, and this is an
imperative step to creating best-practices in a nonprofit setting. And of course, execution of the plan has to happen.

To really say there is success, we found it’s necessary to know if the idea can be sustainable. Will this nonprofit be in existence in 10, 20, 30 years? What about this idea makes it
sustainable? Frankly in the end it really boiled down to whether the idea was being executed. Finally, we asked about social scalability. This became an important discussion point in
our conversations: can this idea be implemented throughout the U.S., throughout the world? Has management considered such an idea and are they willing to expand, grow, or share
this with other like-minded social entrepreneurs / philanthropists? Actually, they’re great questions to continue to ask in both the nonprofit and for-profit world.
There is a final lesson we learned in our work: keep it simple stupid! Overcomplicating an issue doesn’t do any good. Keep the strategy and metrics for success simple, and you can
make better, sound decisions.

Any definition of social entrepreneurship should reflect the need for a substitute for the market discipline that works for business entrepreneurs. Social entrepreneurs play the role of
change agents in the social sector by:
• Adopting a mission to create and sustain social value (not just private value),
• Recognizing and relentlessly pursuing new opportunities to serve that mission,
• Engaging in a process of continuous innovation, adaptation, and learning,
• Acting boldly without being limited by resources currently in hand, and,
• Exhibiting a heightened sense of accountability to the constituencies served and for the outcomes created.

Sound familiar? It’s essentially the same definition as our for-profit entrepreneur. This shouldn’t be surprising. Execution in pursuit of value creation should look the same no matter
what the form. So what’s different? For social enterprises that have the twin goals of social outcomes and earning free cash flow from revenue, mission-related impact is the central
criterion, but wealth creation isn’t ignored. “On the surface, many social enterprises look, feel, and even operate like traditional businesses. But looking me deeply, one discovers
the defining characteristics of the social enterprise: mission is at the centre of business, with income generation playing an important supporting role.”

The concept of social entrepreneurship is centered not just on mission, but on entrepreneurship, making a social benefit-focused organization become more like a business. The
idea is that nonprofits can benefit from the focus of for-profit businesses – customer focus, sound strategy, effective planning, efficient operations, financial discipline. Hopefully the
social entrepreneur focuses as intently on excellence in all of these as any back-to-the-wall for-profit entrepreneur. For them, as perhaps it should be for all of us, success is social
value.
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• Adopting a mission to create and sustain social value (not just private value),
• Recognizing and relentlessly pursuing new opportunities to serve that mission,
• Engaging in a process of continuous innovation, adaptation, and learning,
• Acting boldly without being limited by resources currently in hand, and,
• Exhibiting a heightened sense of accountability to the constituencies served and for the outcomes created.
 . Idea & problem
definition ROAD

TOOL

T R I P

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Quick
FIND YOUR PASSION ima

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Before going deeper into other tasks and activities, the first step to developing a business model for your social enterprise is to define
the problems you are trying to solve.
20 Minutes Finding the cause that drives you and your team is essential for your success! To do so it is necessary to look around you, reflect, and
identify what is bugging you.

Individual
OBJECTIVE:
The Enacter will be able to identify the problems that motivate them to take action and address through their project.
Pencil or pen

INSTRUCTIONS:
One of the most valuable character
trait in this stage is honesty,
honesty about what moves you and
how this will affect others.

Then reflect and ask yourself the following questions:

http://thestartupkids.com/

Reach a quite place where you feel

comfortable in order to Why do you care about these things and why did
this activity. I organize them in this way How do these
passions relate to one another?
How do they relate to the ideas that I have for the
focus of my project?

Inspired by: K. K., & R. C. (2014). Beginners Guide - Changing the world, a young person's guide to social entrepreneurship (1st ed.) (U., Ed.) [Pdf ].

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N
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Write
drive

Text

T
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Quick
what are you
Guide
going to solve? ima

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OBJECTIVE:
The Enacter will be able to define their personal vision and think about how they are going to make it a reality.
20 Minutes

: INSTRUCTIONS:
Individual At this point, you have a broader idea of what your passion is, therefore it is time to bring out your entrepreneurial vision to determine if
there is a critical need in the field you are interested and determine what is the best way to achieve change.

Pencil or pen
This is a critical point in your journey, and your personal experiences will lead you to the right spot. and your team have certain
circumstances that could been solved with innovative solutions. In any case, make sure that this is a common problem,
which makes it urgent to address.
this means to understand a
system or idea by examining the linkages and Think together about what the community you want to help or the user´s need. hich groups live together or are
interactions between the components that interconnected Even if you have an idea already, this exercise will reinforce it.
comprise the entirety of that defined system.

: So I believe I can make a difference by:

Link:

“Formal education will make

Tip:
you a living; self-education will
Reach a quite place where you feel comfortable in
make you a fortune.”
order to solve this activity.
Jim Rohn
There is a need :

Inspired by: K. K., & R. C. (2014). Beginners Guide - Changing the world, a young persons guide to social entrepreneurship (1st ed.) (U., Ed.) [Pdf ] 01

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G O

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T O S

: So I believe I can make a difference by:

There is a need :

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Guide INTERVIEW GUIDE i ma

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Time: OBJECTIVE:
45 Minutes
The Enacter will be able to prepare interviews with stakeholders to understand their needs and design solutions for them.
Type:
Group INSTRUCTIONS:
Some of your projects will work directly with a community, also known as stakeholders, to involve them in the work that
Materials:
your social business does, giving them new innovative opportunities or access to new markets. On the other hand, some of
Pencil or pen
your social business projects will use a different model to generate funds that are reinvested in a community in a
Mindset: different way to promote a social cause.
As an entrepreneur, you must rise When working with communities it is important to know who they are to get a better understanding of them, their needs
above doing it, doing it, doing it. It
and how to help them most. Talking and connecting on a human level is key and interviews are a great tool to do this.
means you must ask meaningful
questions about your role in the In order to help you design your interview and to engage with the community, you and your can use the following
world, your community, and how you to guide your interview, be sure to share everyone´s opinion and to discuss what will be better to connect with your
can institutionalize your new-found
stakeholders.
perspective into the genes of your
company, so that it lives, speaks, and
demonstrates it in every action your
company takes. Be specific
Show me
- Michael E. Gerber.

Tip:
Copy this format on a big layout and
it with post its, this will
Think aloud Draw it
make easier to make changes and
allow everyone to get involved.

Inspired by: N. (n.d.). Interview Guide. http://diytoolkit.org/

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G
U I D E

If you are in the interviewee´s enviroment

Show me ask him or her to show you the things they interact with
(objects, tools, spaces, products, etc...)

Think aloud Ask them to describe aloud what they are thinking. This helps
uncover their motivations, concerns, perceptions, etc...

Be specific Ask people to talk about specific periods of time

Draw it Ask the to map out their activities and experiences.

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Quick
PROBLEM DEFINITION imag

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OBJECTIVE:
45 Minutes
The Enacter will be able to define the specific problem they want to solve with their social business.
INSTRUCTIONS:
Group Defining your problem will require time and detail his is the base from where you will develop everything else
aving a clear problem will help you find the right path to walk. Use this tool to guide your problem definition.
The experience your team had interviewing community members as well as all the work you have done reflecti
individually and as a team on your passions and visions for change will be useful in this exercise.

Approaching a real problem can be

overwhelming, but keep in mind there What is the key issue you are trying What social & cultural factors
are a lot of resources you can use to to ? Who is it a problem for ? shape this problem ?
“The best way to not feel
get the knowledge and support you hopeless is to get up and do
will need to set the right frame for something. Don’t wait for good
your goal. Remain calm and be critical things to happen to you. If you
about what points you will target. go out and make some good
things happen, you will fill the
Why is it important ? What is the scale of the problem ? world with hope, you will fill
https://challenges.openideo.com/chal lenge yourself with hope.” Barack Obama

Involving different stakeholders in this

exercise will bring different points of
Reframe the problem
view and contexts for the problem
My Beneficiarie :__________________________Need _________________________________________________________

That makes them feel________________________________,Because____________________________________________

Inspired by: N. (n.d.). Problem definition. http://diytoolkit.org/

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D E

I O
F I T
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What is the key issue you are What social & cultural
trying to ad ress ? Who is it a problem for ? factors shape this problem ?

Why is it important ? What is the scale of the problem ? Why does problem exist ?

Reframe the problem

My Beneficiarie:__________________________Need_________________________________________________________

That makes them feel________________________________,Because____________________________________________

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 Where am I?
IM DEFIN T FILL GO
FUR
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Quick
Guide THEORY OF PROBLEM imag

in
agine

e im
Business

m
ag
ine i

Time: OBJECTIVE:
45 Minutes
The Enacter will be able to identify the current state and the goal state for the problem they are trying to solve.
Miles:
10 INSTRUCTIONS:
Now that you defined your problem you must consider an enviromental analysis - the context and the image of what
Type:
you want the goal state of your community to be with your involvment.
Group

Materials:
Pen or pencil Current state Desired state
“If I had an hour to solve a
Mindset: problem I'd spend 55 minutes
Problem-solving requires us to
thinking about the problem
evaluate, involve, decide, and deliver.
and 5 minutes thinking about
We must avoid stalemate,
solutions.”
Albert Einstein
sidestepping a problem or letting one
fester.

Website:
https://hbr.org/2008/04/a-more-holist
ic-approach-to-pr.html

Inspired by: U. (n.d.). DEFINING THE PROBLEM AND YOUR SOLUTION. https://unltd.org.uk/portfolio/2-2-defining-the-problem-and-your-solution/

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 Where am I?
IM DEFIN T FILL GO
FUR
NE R
EO Y
L

AG

IT
A

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IMAGI

WHEE
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ONE O UR

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UP
FI

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TH
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TOOL

M
R
O B L E

Current state Desired state

23
 Where am I?
IM DEFIN T FILL GO
FUR
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EO Y
L

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IT
A

TH
IMAGI

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ONE O UR

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TW FO

UP

OF
TH
OU

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TH
T
MA UR TH FILL I GO
GINE R E FUR
TOOL

M
R
O B L E

What are people experiencing? How is your community currently dealing with this problem?
Think about your target group and identify trends or future expected changes that may change the situation (for better or worse)

What is the scale of the problem?

How big is the statistical sample of your target or targets?

What are those factors that are making the problem grow?

How fast and by what percentage is your population growing?

Text

Why is this problem happening?

Define your root cause and the agents involved
Text
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 H ECK
C

1
P T
O I N

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 CHECK POINT 1

This is what you did and what you have:

Explored your interests as a person and a social entrepreneur

H EC
+ Mapped out the possible problems you're going to solve through your project
Developed an early strategy that will help you to think about the future and the change you're going
to make
C

1
In this next stage get ready :
Define the cause and vision of the change you're going to generate
taking into account the profiles that will make your entrepreneurship
project very powerful
Start filling out your social business model canvas, thinking about your user and the value you will deliver
* Don´t forget to fill out these sections of the social business model canvas:
Solution
Customer Segments P
Beneficiaries
O I N
You will take approximately
10 - 15 Hours
Text

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 CHECK POINT 1

Quick
Guide MIS ION AND
VISION OF CHANGE Ch
eck p

oi
nt 1 C
1
int
o he
ck p

30 Minutes
OBJECTIVE:
The Enacter will communicate a defined vision and missi n based on their passions, interests, and needs of the
G community.

Pencil or pen
“Companies that enjoy enduring success have a
core purpose and core values that remain fixed
while their strategies and practices endlessly
adapt to a changing world. The rare ability to
balance continuity and change–requiring a
consciously practiced discipline–is closely linked
to the ability to develop a vision. Vision provides
guidance about what to preserve and what to
change” - Jim Collins for Harvard Business Review.
INSTRUCTIONS:
what problem you addressing and your plan to solve it s time to define what your social
venture is looking forward to change, this is your vision
Remember that the vision and mission will drive and motivate your team and employees, as well as communicate
efficiently what you want to change and .
Complete this exercise as a group. Use tools like to allow everyone to write various ideas and
interpretations and work together to define the best ones for each.
Mis ion Vision
“Vision is the art of seeing what is
invisible to others.”
Jonathan Swift

https://hbr.org/2012/12/to-give-your-employees-meaning To consider: To consider:

What type of entity/program? Is important? What needs to be changed?

(social entrepreneurs, entrepreneurs, tech entrepreneurs)

What are the major issues or problems?

What’s the broadest way to describe the work?
Vision and Mission are the main motivators for
(e.g. Millions lack access to safe water) Why issues be addressed?
your team, these are the values that give a
For whom do you do this work? What are the strengths and assets?
framework to define what you will live during (e.g. To people without access to clean water)

What is your dream end-state?

your entire journey ake sure everyone´s Where do you work? (geographic boundaries)
(e.g. in developing countries) What would success look like?
opinion is considered when constructing them.

Inspired by: T. (n.d.). Creating Mission & Vision Statements. https://topnonprofits.com/wp-content/uploads/2012/09/Mission-Vision-Worksheet.pdf

27
 CHECK POINT 1

Mis ion Vision

To consider: To consider:

What type of entity/program? Is important? What needs to be changed?

(social entrepreneurs, entrepreneurs, tech entrepreneurs)
What are the major issues or problems?
What’s the broadest way to describe the work?
(e.g. Millions lack access to safe water) Why issues be addressed?

For whom do you do this work? What are the strengths and assets?
(e.g. To people without access to clean water)
What is your dream end-state?
Where do you work? (geographic boundaries)
(e.g. in developing countries) What would success look like?

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 CHECK POINT 1

Quick
DEFINE YOUR TEAM Ch
eck p

oi
Guide

nt 1 C
1
int
o he
ck p
Social
OBJECTIVE:
Time: The Enacter will organize their teams in roles and delegate responsibilities for their teams.
30 Minutes

Type:
INSTRUCTIONS:
Group Now that you know the roles and the skills that are needed for this journey, it is time to choose the right person to fulfill
your team structure. If you have more than 6 members on each team make sure you organize other members on teams
Materials:
led by these positions. The minimum for team members on an Enactus Team is 6, so make sure you can cover each of the
Pencil or pen
roles. Talk to your E actus Hub team to help recuit more people if necessary.
Mindset:
An important value when working together is
humility, everyone has something to bring to the
team, from hard skills to soft skills is very
important to assume your responsibility with The Co-pilot Strategist The Sound ox
The Fearless Driver
others and promote sharing good practices along
the way.

Website:
https://www.youtube.com/watch?v=CYRpK9HBlI Y

Tip: The Budget Master The Sales Junkie The Locavor

"Talent wins games, but teamwork and
intelligence win championships." --Michael Jordan

29
 CHECK POINT 1

Name Name Name

The Fearless Driver The Co-pilot Strategist The Soundbox

Name Name Name

The Budget Master The Sales Junkie The Locavor

30
 CHECK POINT 1

Quick
Guide THEORY OF CHANGE Ch
eck p

oi
nt 1 C
1
int
o he
ck p

OBJECTIVE:
Time: The Encacter will be able to generate their project´s Theory of hange using the graphic organizer.
1 hour

Miles: INSTRUCTIONS:
10 You now have defined the problem you aim to solve with the exercise you did for Theory of Problem. The next step is to
develop your strategy to addressing this problem through defining your Theory of Change.
Type:
Group
In order to create it you need to think of the future you want to see, setting a goal for the long term while having in
Materials: mind the root causes of the problem. Your Theory of Change will allow you to generate 3 key elements:
Pen or pencil
Interventions, Assumptions and Outcomes.

Mindset:
Complex problems require creative Use the chart below to help organize your process. Your deliverable is this completed chart.
and critical n this process
your way of thinking and working is
going backwards, be strategic when Inputs Outputs Outcomes
(short & medium term)
Impacts
(long term)
“Progress is impossible
picturing your Theory of Change.
What resources have
been made available for What has happened as a result What are the ways to measure What is the long term reason without change, and those
the programme of the inputs ? the impact ? for the programme ?
who cannot change their
Website: minds cannot change
anything”
George Bernard Shaw
Tip:
Print a big layout or made it with your
team, try to open the discussion
around all the key elements and how
Interventions Outcomes
they will occur.

Inspired by: I. (2016). Ipsos Mori Evaluation. https://www.ipsos-mori.com/researchspecialisms/socialresearch/ourexpertise/Evaluation.aspx

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 CHECK POINT 1

Inputs Outputs Outcomes Impacts

(short & medium term) (long term)
What resources have What has happened as a
been made available for result of the inputs ? What are the ways to measure What is the long term reason
the programme the impact ? for the programme ?

Interventions Outcomes

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Vision

Interventions Assumptions Outcomes