Partnering for Scale. Ted London
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1 Partnering for Scale Ted London
2 What We Do Creating Knowledge Cutting edge, field based research Advising/Consulting Advising leadership teams Engaging development sector Supporting design and implementation Education Executive education Customized training Engaging the Community Keynotes and presentations Convenings and workshops
3 $2.3 Trillion and Counting Can Foreign Aid Work Better? So far, our collective record is mixed. The results suggest that there have been some gains, and that success is still possible in most parts of the world. But they also point to how much remains to be done. UN Secretary General Ban-Ki Moon Millennium Development Goals Report 2007 A successful sustainable development agenda requires partnerships between governments, the private sector and civil society Urgent action is needed to mobilize, redirect and unlock the transformative power of trillions of dollars of private resources to deliver on sustainable development objectives.
4 Business Development + Social Impact Business Challenges Search for growth Find new customers Locate new sources of supply Create value New Opportunities Development Challenges Need for scale Have too many customers Support local producers Alleviate poverty New Approaches The BoP Promise Sustainable, scalable enterprises that truly alleviate poverty
5 Growing Momentum Conversation has changed; business part of the solution Growing interest: companies & development partners Unlocking new resources; attracting the best & brightest Many new ventures being developed and launched But Mixed Venture Success Lots of pilots, but where are the scalable enterprises? Lots of activity, but what have we learned? Lots of cases and reports, but what are best practices?
6 Needed Re-Framing From should we do this to how can we do this better Understanding Lessons Learned From inspiring stories of success to understanding variation in performance (including failures) Impact at Scale From launching pilots to seeking scale Roadmap for Enterprise Leaders From figuring it out as we go to a toolkit for achieving sustainability at scale
7 We have seen the promise of sustainable, scalable, BoP impact enterprises, but we have more to do to truly deliver on that promise. We must continue to draw lessons from the experiences the successes and the frustrations of enterprises operating in the field and identify what works and what doesn t. Standardized Tools; Customized Implementation
8 Sustainability at Scale Toolkit Design for Success Plan for Scale Manage Value Creation Develop Partnerships Business Model Innovation Framework Co-create, Innovate, Embed Framework Impact Assessment Framework Partnership Ecosystem Framework Resources Metrics Problem- Solving Structure
9 Credits: Shuan SadreGhazi
10 New Partnership Approach Required An Important Question: Who should we partner with? A Better Question: How can we create a partnership ecosystem?
11 Current Reality GIZ/IBAN Ecosystem Building Challenges Create a market Build a venture Reach scale Primarily motivated by capital/funding; other types of support can be an afterthought Partner discovery is often not considered a strategic necessity Enterprises aren t aware of the full extent of the landscape of potential partners Source: Improving Inclusive Business through Enhanced Relationships with Scaling Facilitators (2015)
12 Potential Partners (Scaling Facilitators) Scaling Facilitator - Model 1 Impact Investors Scaling Facilitator - Model 2 Incubators Scaling Facilitator - Model 3 Challenge Funds Impact Investor 1 Impact Investor 2 Incubator 1 Incubator 2 Challenge Fund 1 Challenge Fund 2 Service A: Equity Service A: Debt Service A: Seed funding Service A: Mentorship Service A: Grant Service A: Grant Service B: Loan guarantee Service B: Technical assistance Service B: In-residence training Service B: Access to funders Service B: Network assess Service B: Demand creation Service C: Board governance Service C: Market intelligence Service C: Market intelligence Building an Ecosystem of Partners? Multiple potential partners, each with different strategies
13 Capacity Building Action Enabling GIZ/IBAN Partnership Ecosystem Framework Enterprise Development Facilitate Enterprise Activities Market Intelligence o Cultural context, competitive landscape o Consumer demand, supplier preferences Market Access o Connection to distributors, other platforms o Implementation support Value Creation o Assess poverty impacts Market Creation Facilitate Market Transactions Demand Creation o Awareness raising, behavior change o Micro-credit, other sources of financing o Vouchers/subsidies Supply Enhancement o Advisory services for producers o Improved inputs o Aggregation of outputs Enhance Enterprise Resources Financial Capital o Grants, equity, debt, loan guarantee Human Capital o Talent development, technical assistance Knowledge Capital o Processes, tools, and frameworks Social Capital o Legitimacy, access to networks Enhance Market Environment Value Chain Infrastructure o Physical infrastructure development o Quality assurance and certification o Market transparency Legal Infrastructure o Policy changes and regulation enforcement Institutional Infrastructure o Banking, legal, property sector enhancement Robust and Evolving Portfolio of Partners Source: London, T., The BoP Promise
14 Partnering for Scale: Collaborating to More Effectively Engage Smallholder Farmers Stage 1 - The Who Which partners should enterprise leaders prioritize as most crucial to enabling sustainable, scalable inclusive business development? Stage 2 - The How Once inclusive business leaders have identified their priority partners, what are the strategies and processes for developing and maintaining these relationships to maximize their effectiveness?
15 Capacity Building Action Enabling GIZ/IBAN Stage 1 The Who Enterprise Development Facilitate Enterprise Activities (FEA) Enhance Enterprise Resources (EER) Market Creation Facilitate Market Transactions (FMT) Enhance Market Environment (EME)
16 Findings Stronger overall partnership ecosystem increased the probability of successful pilot, defined in terms of validating the business model & engaging with smallholder farmers. Prioritization Partnerships in FEA quadrant had the strongest association with overall IB success in piloting Partnerships in FEA and EER quadrants had the strongest association with success in validating business model Variations For sourcing IBs (as compared to servicing), partnerships in FMT quadrant had stronger association with engaging smallholders Corporate initiatives (as compared to entrepreneurial IBs) had fewer partners across their overall partnership ecosystem, and tended to be less successful in their piloting
17 Stage 2 The How Selected set of five mini case studies Focused on the experiences of and strategies used by these IBs in their efforts to build a partnership ecosystem over time. Our goal was to develop insights into the how of partnerships understanding how to develop and maintain these relationships
18 Findings Partnership development and management efforts were more successful when an individual had been designated as responsible for maintaining the partnership ecosystem. Photo Credit: TechnoServe Skills required Developing partnerships requires understanding not only the role that partners play in their business model, but an understanding of partners own business models and how this collaboration will create value for them Managing partnerships requires understanding how their partnership ecosystem should evolve over time, and enabling a process to anticipate and facilitate this change.
19 Takeaways: Partnership Ecosystem Building partnership ecosystem is a key to success Universe of potential partners is large and diverse Optimizing an ecosystem requires a strategic approach IBs must consider venture development and market creation These efforts benefit from dedicated senior-level leadership The dev t sector has unfamiliar goals & ways of thinking Continued research has great value to IBs and the development sector Can provide actionable tools, strategies and recommendations that can optimize performance Photo Credit: TechnoServe
20 Next Steps IB Partnership Strategies Across Industries & Geographies Examine partnership landscapes for different industries and geographies and compare to understand which partnerships are important for IBs regardless of context and which are context specific IB Partnership Strategies Across Stages of Development Examine how partnership strategies evolve as IBs transition within and across stages on their journey to scale Development Sector Strategies for Optimizing Support Examine landscape of IB support provided by the development community (in a particular context) and compare to the partnership needs of these IBs to understanding how best to optimize and coordinate investments, and identify the highest impact investments
21 Delivering on the BoP Promise: Sustainability at Scale Roadmap for Action: Understand Lessons Learned Create Actionable Strategies, Frameworks, Processes Build Better Enterprises Optimize Development Sector Support
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