6. MOBIUS - module 6

Project Number: 2023-2-PL01-KA220-YOU-000171409

MOBIUS MODULE 6

The Innovation Journey: From Prototypes to Impact. Managing and Implementing Social Innovation Projects

The Mobius project has been funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the National Agency (NA). Neither the European Union nor NA can be held responsible for them.

Agenda

• Module’s goals
• What will you learn
• Activities
• 1.1 SELF-AWARENESS: DEFINING YOUR VALUES, PASSIONS AND PURPOSE
• Activity 1: Defining your core values
• Activity 2: Identifying your passions
• 1.2 ENGAGING SOCIAL INNOVATION
• Activity 3: Discovering your social innovation profile
• Activity 4: Defining goals and responsibilities
• References

Module’s Goal

Module 6 helps you learn how to plan, run, and improve projects that make a difference. You’ll learn how to manage time, people, and money, track your progress, and grow your ideas to create even bigger impact.

What will you learn?

KNOWLEDGE

• You’ll learn the basics of project management—how to plan, budget, and organize people and resources for projects that aim to make a difference.
• You’ll get to know how to grow your ideas, from small test versions (prototypes) to fully working projects.
• You’ll understand why it’s important to measure the impact of your project and how to do it using the right tools.
• You’ll see how different people play a role in a project and why working together is so important.

ATTITUDES

• You’ll take the lead and be responsible for making things happen.
• You’ll stay strong and flexible when things don’t go as planned.
• You’ll care about doing good in a way that lasts and really helps people.
• You’ll focus on solving problems and making progress, even if things aren’t perfect.

• You will adjust project implementation based on feedback, lessons learned, and performance data.

What will you learn?

SKILLS

• You’ll learn how to make clear project plans with timelines, goals, and ways to handle risks.
• You’ll practice leading a team and making sure everyone works well together and stays informed.
• You’ll use tools to check how your project is going and see the impact it’s having.
• You’ll learn to improve your project by using feedback and what you’ve learned along the way.

6.1. Introduction to Project Management

6.1 Introduction to Project Management

Before deepening in the module activities, let’s bring some context!

What Is Project Management? It's how you plan, organize, and run a project to reach your goals — from start to finish. Why Does It Matter?

• Helps you stay on track
• Makes your project more effective
• Helps you work better with others
• Saves time, energy, and money

Key Parts of a Project:

• Goal – What are you trying to achieve?
• Plan – How will you do it?
• People – Who’s helping you?
• Timeline – When will things happen?
• Budget – What resources do you need?
• Impact – How will you know it worked?

Even big ideas need a solid plan to succeed. Project management helps you turn your vision into real change.

6.1 Introduction to Project Management

Before deepening in the module activities, let’s bring some context!

Key Project Management Basics

• Set clear goals – Know what you want to achieve
• Manage your resources – People, time, money, tools
• Create a timeline – Know what happens when
• Stick to your budget – Spend smart, not more

Who’s Involved? (Stakeholders)

• Stakeholders are anyone who cares about or is affected by your project
• Learn how to work with them, keep them informed, and get their support

Even big ideas need a solid plan to succeed. Project management helps you turn your vision into real change.

There are usually 4 key stages of the life cycle of social project: Project Identification, Project Preparation, Project Implementation and (Project Completion (evaluation/closure)

Setting Clear Goals & Objectives

Why it matters: A project without a goal is like a trip without a destination. Good Goals Are:

• Clear – Easy to understand
• Measurable – You can track progress
• Realistic – Big enough to matter, small enough to do
• Time-based – You know when you want it done

You can use the SMART GOALS METHOD! Example:

• Goal: Help 100 teens learn mental health skills
• Objective: Run 5 workshops in 2 months in local schools

Timelines, Tasks & Milestones

• Break it Down with WBS (Work Breakdown Structure):

Big project = smaller tasks Example: - Plan event - Book venue - Invite speakers - Promote on social media

• Timelines Help You:

- See what happens when - Avoid last-minute stress - Stay focused

• Milestones = Major Checkpoints

Examples: - Website launch - First 50 signups - First event completed

Check your progress and regularly evaluate the results. To quickly understand if the project is on track, define key performance indicators (KPI) and use reports. You will recognize early on when things start to go wrong and you will be able to take countermeasures before greater harm is done. Adjust if needed:

• Shift deadlines
• Reassign tasks
• Change approach based on what’s working (or not!)

Roles & Responsibilities

• Who does what?

Everyone has a part to play!

• Create a simple plan:

- Task - Person - Deadline

• Tips:

- Be clear about expectations - Check in regularly - Support each other – teamwork matters!

• Strong teams = Stronger projects

A great idea needs great teamwork to succeed.

• Communicate clearly:

- Have regular check-ins (online or in person) - Use simple tools (WhatsApp, Google Docs, Trello) - Be open, honest, and respectful Remember: Everyone brings something valuable. Listen, share, support.

Budget & Resource Management

Budget = Your Spending Plan Know what you have and how you’ll use it. Common Costs:

• Space rental
• Materials & supplies
• Transport
• Food or refreshments
• Promo/marketing

Resources = More than money!

• Volunteers
• Time
• Skills
• Partnerships

Pro tip: Always plan for a little extra (surprise costs happen!)

Dealing with Risks & Uncertainty

Projects don’t always go as planned — and that’s okay. However, to avoid unnecessairly stress, it’s important to spot possible risks early:

• What could go wrong?
• What’s outside your control?

Make a backup plan:

• What will you do if X happens?
• Who can help solve it?
• Stay calm & flexible. Change is part of the process!

Tools to Help You Manage a Project

To Stay Organized:

• Task lists (Trello, Notion, Google Tasks)
• Calendars (Google Calendar, team timelines)
• Gantt Charts

To Communicate:

• Group chats (WhatsApp, Slack, Messenger)
• Meetings & check-ins (Zoom, Google Meet)

To Track Progress:

• Simple dashboards (Google Sheets, Airtable)
• Surveys & feedback forms (Google Forms)

To Reflect & Improve:

• Ask: What worked? What didn’t? What will we do differently?

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Take this short quiz to check your understanding of project management and discover what you’re already great at — and where you can grow!

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Good job!

Whether you got every answer right or learned something new along the way — you’re on the path to becoming a strong social innovator :) NOW LET'S LEARN SOMETHING ABOUT BUSINESS MODEL CANVAS

6.2. Business Model Canvas

Business Model Canvas

• "Business Model Generation," by Alex Osterwalder & Yves Pigneur - https://www.empik.com/business-model-generation-pigneur-yves-osterwalder-alexander,prod58287517,ksiazka-p
• Osterwalder’s talk for the Google employees about his book and “Business Model Generation” and Business Model Canvas: https://www.youtube.com/watch?v=ynQasjpBTCk
• Official Website of the publisher with many resources https://www.strategyzer.com/canvas

Click on each of the elements of the model to learn more about its structure!

6.3. Evaluating

Why measure impact?

• To know if your project is really making a difference.

• Common Tools:

Theory of Change – Shows how your actions lead to real change Logic Model – Maps inputs → activities → outputs → outcomes Example:

• "If we run mental health workshops → teens learn coping skills → teen stress levels drop."

• KPIs = Key Performance Indicators

They help you track what matters most. Examples for Social Innovation Projects:

• Number of people reached
• Participant satisfaction
• Skills or knowledge gained
• Social change (e.g., more recycling, less bullying)

Tip: Choose KPIs that connect to your goals!

Collecting Data & Feedback

• How do you know what’s working? Ask!

• Ways to collect data:

Surveys & feedback forms Interviews or focus groups Photos, videos, or stories Observations or tracking tools

• Make it easy for people to share:

Use simple questions Keep it short Be respectful of people’s time

Let’s take a short break 🙂 Klick the link below and play a find a word game! Then come back to the presentation to learn more about evaluating the projects!

Is Your Project Sustainable?

Can It Grow? Ask yourself:

• Can the project keep going without you?
• Are there partners or systems that can support it?
• Can the idea grow to help more people?

Tips for Scaling & Sustainability:

• Document your process
• Build strong partnerships
• Train others to continue your work
• Look for funding or support

6.4. Scaling Up

Scaling Up

Scaling up social innovations refers to the process by which their impact expands to meet the level of societal needs. Scaling up social innovations refers to the process by which their impact expands to meet the level of societal needs. As articulated by Madeleine Gabriel of Nesta, scaling up is essential because many social innovations initially start on a small scale but possess significant potential to generate widespread impact. Scaling up entails the development and implementation of dissemination strategies aimed at reaching larger audiences and addressing broader societal challenges. 4 steps to scaling up

• Claryfying goals
• Establishing what to scale
• Choosing a route
• Gearing up to scale

SCALING UP

Scaling up means growing your project so it can help more people or reach new places.It’s about making a bigger difference without losing quality. Think: How can I take this small success and make it bigger?

• Expand to new locations (e.g. other cities or schools)

• Partner with others (e.g. NGOs, local gov, or companies)

• Train others to run your model

• Go digital (e.g. online content, apps, social media)

To help more people To share what works To grow your impact To inspire others

Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.

Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.

Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.

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Why Should You Scale?

What Does “Scaling Up” Mean?

Ways to Scale Your Project

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• A clear, proven model

• Strong systems and processes

• Support (team, partners, mentors)

• Funding or resources

• The ability to adapt!

• Quality control as you grow

• More resources needed

• Staying true to your mission

• New problems in new places

Tip: Start small, scale smart.

• Your project is working well
• You’ve tested it and improved it
• You’ve built a strong team
• You’ve thought about funding, partners, and sustainability

Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.

Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.

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Common Challenges

What You’ll Need to Scale

How Do You Know You’re Ready?

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Many social innovations start small and remain so, but to address widespread societal issues, scaling up is essential. However, scaling isn't always straightforward and requires careful consideration. While some innovations naturally grow over time, most need deliberate strategies for expansion.

• Successful scaling up depends on several factors, including effective demand for the model and organizational capacity for growth – in terms of management, money, leadership and governance.
• There are many characteristics to consider, such as the managerial, financial and personnel skills.
• Scaling is not appropriate in every case. Scalable social innovations tend to be ones that:

- Are relevant beyond their initial context. - Are relatively simple. - Are clearly better than their competitors and have a unique added value.

Source: Social Innovation Academy

Building for Long-Term Sustainability

• Sustainability = Keeping your project alive over time

• 3 Key Ingredients:
• Systems – Create simple processes others can follow
• People – Train new leaders or hand over the project
• Support – Stay connected to your community and allies

• Tip: Make your project flexible so it can evolve as needs change.

Building Alliances & Creating Ecosystems

Building alliances and creating ecosystems are essential components of fostering innovation and driving progress. By collaborating with various stakeholders, including government agencies, businesses, academia, and civil society, organizations can harness diverse perspectives, resources, and expertise to tackle complex challenges and achieve sustainable outcomes.

The Quadruple Helix model expands upon the traditional Triple Helix model of innovation by incorporating a fourth helix: civil society or the public. This model emphasizes the interconnectedness and collaboration among government, industry, academia, and civil society in driving innovation and societal development. By leveraging the strengths and contributions of each helix, organizations can create dynamic ecosystems conducive to innovation, entrepreneurship, and inclusive growth.

• A valuable tool for scaling up social innovations is stakeholder mapping.
• This process involves creating a visual representation of all stakeholders involved in a project, product, or idea.
• By mapping out cross-functional stakeholders and documenting their roles and relationships, organizations gain insight into the broader network influencing their work.
• The primary benefit of stakeholder mapping lies in its ability to identify key influencers and the dynamics of their relationships. This understanding allows organizations to enhance stakeholder engagement and prioritize relationship-building efforts with vital partners within their organization.
• http://www.limitless.lu/project/stakeholder-relevance-mapping/

Source: Limitless

• Another essential tool for scaling up social innovations is the Scaling Up Journey.
• The objective of scaling up training is to enable social innovation teams to establish a sustainable ecosystem around their innovation. The first step in the scaling up journey is to identify the foundation. This involves specifying the key components of the project approach to scaling up, assessing relevant contextual influences, and taking stock of social innovation.
• Additionally, it entails identifying potential stakeholders within the community and developing a strategy to engage them in the scaling up process. Anticipating financial needs is another crucial aspect.
• Organizations must identify their scale-up costs and develop a financial plan for the long term. Establishing a sound governance system is also essential for supporting the implementation and scaling up of social innovation initiatives. Lastly, monitoring and evaluation are vital components of the scaling up process. Organizations must consider the needs of their stakeholders and continuously assess the effectiveness of their scaling up efforts.

Source: Social Innovation Academy

Resources Page

Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Wiley. European Commission. (2018). European Social Innovation Competition: Fostering social innovation for the future. https://ec.europa.eu/growth/industry/innovation/policy/social-innovation_en Klofsten, M., & Jones-Evans, D. (2016). Innovation and entrepreneurship: The engine of growth. Routledge. Schaltegger, S., & Wagner, M. (2011). Sustainable entrepreneurship and sustainability innovation: Categories and interactions. Business Strategy and the Environment, 20(4), 222-237. https://doi.org/10.1002/bse.690 Mair, J., & Marti, I. (2006). Social entrepreneurship research: A source of explanation, prediction, and delight. Journal of World Business, 41(1), 36-44. https://doi.org/10.1016/j.jwb.2005.09.002 Mulgan, G. (2014). The art of public strategy: Mobilizing power and knowledge for the common good. Oxford University Press. Hwang, V. W., & Horowitt, G. (2012). The lean impact: How to build scalable social change. Stanford Social Innovation Review. https://ssir.org/articles/entry/lean_impact_how_to_build_scalable_social_change Davis, M. S. (2012). How to start and run a business: The ultimate guide to social entrepreneurship and social enterprises. Entrepreneur Press. Taylor, M., & Spencer, G. (2019). Social impact and sustainability: A comprehensive guide to measuring and managing your organization’s impact. Springer. Bocken, N. M. P., Short, S. W., Rana, P., & Evans, S. (2014). A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production, 65, 42-56. https://doi.org/10.1016/j.jclepro.2013.11.039

It’s time to test your knowledge from the module! Spin the wheel 😉

Channels

• How do people find and use your product or service?
• These are the platforms and pathways you use to reach your customers and deliver value.
• Examples: Social media, in-person events, mobile app, email, school networks.
• Questions to ask: Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?

Key activities

• What do you do every day to make it work?
• These are the most important tasks you need to do to deliver your value, serve customers, and keep the business running.

• Questions to aks: What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?
• CATEGORIES: Production, Problem Solving, Platform/Network
• Examples: Product development, outreach, marketing, training delivery.

Key partners

• These are the people, organizations, or companies you work with to make your business work. Think suppliers, sponsors, distributors, or strategic alliances.
• Questions to ask: Who are our key partners? Suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?
• MOTIVATIONS FOR PARTNERSHIPS: Optimization and economy, Reduction of risk and uncertainty, Acquisition of particular resources and activities
• Examples of key partners:

• NGOs,
• local authorities,
• funders,
• co-creators,
• delivery partners.

Cost structure

• What does it cost to run your project or business?
• List the main expenses. Think about fixed vs. variable costs and where most money goes.
• Examples: Staff salaries, rent, travel, software, event costs.
• Questions to ask: What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
• IS YOUR BUSINESS MORE: Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing), Value Driven (focused on value creation, premium value proposition).
• SAMPLE CHARACTERISTICS: Fixed Costs (salaries, rents, utilities), Variable costs, Economies of scale, Economies of scope

Value proposition

• This is what makes your product or service valuable to your users or customers. What problems do you solve or needs do you meet?
• Examples: Saves time, increases access, improves lives, solves a real-world problem.
• Questions to ask: What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying?
• CHARACTERISTICS: Newness, Performance, Customization, “Getting the Job Done”, Design, Brand/Status, Price, Cost Reduction, Risk Reduction, Accessibility, Convenience/Usability

Revenue streams

• How do you make money (or get funding)?
• What are the ways you receive income? Think sales, donations, grants, or sponsorships.
• Examples: Workshop fees, subscription plans, crowdfunding, foundation grants.

• Questions to aks: For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
• TYPES: Asset sale, Usage fee, Subscription Fees, Lending/Renting/Leasing, Licensing, Brokerage fees, Advertising
• FIXED PRICING: List Price, Product feature dependent, Customer segment dependent, Volume dependent
• DYNAMIC PRICING: Negotiation (bargaining), Yield Management, Real-time-Market

Key resources

• What do you need to make it work?
• These are the assets you need to deliver your value — people, tech, funding, space, or anything else.

• Questions to ask: What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships Revenue Streams?
• TYPES OF RESOURCES: Physical, Intellectual (brand patents, copyrights, data), Human, Financial
• Examples: Website, expert staff, volunteers, curriculum, funding.

Customer relations

• How do you connect with your users?
• Questions to ask: What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they?
• What kind of relationship will you have with your audience — personal, automated, supportive, or community-based
• Examples: Workshops, online help, peer support, 1-on-1 coaching.

Customer segments

• Who are you helping?
• Your main groups of users or customers. Be specific — not just “everyone.”
• Examples: Young people, social entrepreneurs, teachers, rural communities.

• Questions to ask: For whom are we creating value? Who are our most important customers? Is our customer base a Mass Market, Niche Market, Segmented, Diversified, Multi-sided Platform