katherine crisp - unicef

THE PROS AND CONS OF A FRUGAL INNOVATION APPROACH TO STRATEGY DEVELOPMENT

STRATEGY & INNOVATION WORLD SUMMIT FEBRUARY 2017

Katherine Crisp @KatCrisp1

ABOUT UNICEF

FUNDING & NEED

$5.1 billion

1970

1975

1980

1985

1990

1995

2000

2005

2010

2013

0

10

20

Millions of children dying under 5 per annum

60% from governments

58 million children out of school;

250 million unable to read & write

40% ‘private’ fundraising

SO WHAT IS UNICEF UK?• UK registered charity• Agreement with Unicef globally (‘cooperation agreement)• Raise funds to support Unicef’s mission• Advocate to support putting the UN Convention on the

Rights of the Child into practice in the UK

• Voluntary income from £53m in 2011 to £100m in 2015• CRC in policy: Advocacy around child trafficking, Sustainable

Development Goals, climate change as a children’s issue etc.• CRC in practice: Baby Friendly Initiative and Rights Respecting

Schools networks• CRC for business: Child Rights & Business Principles

WHAT IS MY ROLE?

THE BRIEF

‘An inspiring page turner’

A new 5 year

strategic plan for

2016-2020

Ambitious steer from the Board of Trustees

Alignment to Unicef global strategy

Flexibility

Buy-in from across the organisation

Ability to translate into Unicef’s global planning framework

Financial targets (hence strategic plan, not strategy)

Agreed by Unicef globally

FRUGAL INNOVATION

THE RESOURCES

Our people

Our supporters

My personal networks & resources

Reading material Former colleagues Interesting thinkers on Twitter Email subscriptions

Pro bono insight – lots of it BUT synthesised in-house & delivered via

lightning insight sessions

Involve everyone from the start Ownership of senior leadership team Opportunities for meaningful input and

feedback – lunch & learns, Yammer

Moving from ‘my plan’ to our plan

TOOLS: WATERFALL FRAMEWORK

Unicef Vision

Unicef UK Vision

Unicef UK Mission &

impact Enabled by our

supporters Delivered through our capabilities

Our guiding purpose

A focus within the UK context

- Scale of ambition- Objectives

- Supporter segments- Our tailored value proposition

The capabilities & resources to deliver

TOOLS: BUSINESS MODEL CANVAS

GAME-CHANGERS TO 2020

THE JOURNEY FROM Q4 2014 TO Q4 2015

Unicef: until every childs rights are realised

Unicef UK: until every child is safe

FUNDRAISING INFLUENCING

EFFECTIVENESS

VERSION 1

Unicef vision for children

Unicef UK vision for children

Unicef UK mission

RESULTS: £ for children Influencing & advocacy ‘For Children’

Enabled by our supporters

Organisational capabilities or enablers

Fundraising strategy

Advocacy & CSR strategies

UK programmes strategyInternational progs. strategy

Clearly defined supporter groupsSupporter journeys

VERSION 2

Relationships People Communications Technology Data& partnerships & culture & content & insight

UNICEF Vision UNICEF UK

VisionMISSION FOR CHILDREN

£ for c

hildren

Influence & advocacy

Outcomes for

children: UK & Intl

People & culture Comms &

contentTech-

nology

Data &

insig

ht

CAPABILITIES

Relationships &

partnerships

Enabled by our supporters

VERSION 3

THE FINAL VERSION

THE FIRST ITERATION

17

A WORLD FIT FOR EVERY CHILD

Ending Violence Against Children

Quality Education

for All Children

Protecting the Rights of Children

on the Move

Happy, Healthy

Lives for All Children

TRACKING PROGRESS AGAINST OUR STRATEGIC PLAN

WHAT WORKED?

+ Lots of insight, but synthesised in-house+ Strong engagement and really constructive challenge+ Children as the central focus+ More central role and recognition for our supporters+ People relate to and use ‘the onion’ and ‘the

honeycomb’

Fundamentally: people ‘get it’

WHERE WOULD I INVEST MORE?

- More resource to support leaders in developing sub-sections of the strategic plan

- More external stakeholder engagement; particularly with children (but must be meaningful; not tokenistic)

- Earlier development of full KPI framework- Increased internal communciations

MY TAKEAWAYS

* Culture eats strategy for breakfast* Share responsibility, but with support* Plan workshops to the nth degree, but be

prepared to pivot* The innovation mindset: build on ideas;

encourage challenge (‘ours’ not ‘mine’)

ANY QUESTIONS?