The category implementing includes design tools that let you create an overview of things needed to implement the designed solution
The tools presuppose that you are at a fairly advanced stage of the design process, where it is clear what the solution will be. Each tool lets you consider a distinct aspect relevant to implementation. This provides the basis for the solution’s further development and implementation, or a recommendation that can contribute to the successful transfer of your design.
A number of general principles apply to each tool in the category:
- The implementation of solutions often is not just a technical matter but also a social one. The tools are mainly aimed at the social aspect and help you involve relevant stakeholders in the implementation.
- Use the tools to gain a clear understanding of what is needed to implement the solution, as well as for communication. Each tool lays the basis for developing visual representations that are useful when communicating with the target group, client and other relevant stakeholders – for example, when giving presentations or pitches, during consultations or in reports.
- The tools complement each other, so combine them.
Design tools
What
Storytelling is the creation of an inspiring, activating story around the solution.
Why
Stories have been used since time immemorial to create shared understanding and movement. Creating a story around a solution helps to get people on board with realising it.
How
- Determine who the main character of the story is - possibly the target group.
- Formulate the key elements of the story: the “why”, the “how”, and the “what”. The “what” is clear: this is the solution. But why does this solution exist in the first place? What problem does the solution aim to address? What value does it aim to create? And how is this value created through the solution?
- Come up with a plot for the story. Common plots include “rags to riches”, the quest, the journey into the unknown, or rebirth.
- Create your story. Use the following principles: simple, unexpected, concrete, credible, and emotional.
- Decide on the format of your story - is it a presentation, pitch, video, or something else? Shape your story in the chosen format.
What
Branding is the creation of a brand around the solution.
Why
Brands create recognizability and help to communicate and spread your solution.
How
- Determine the target group(s) of the brand. Is this the target group of your solution, the client, and/or other stakeholders?
- Decide how you want your solution to be perceived by these target group(s). Which associations should the brand evoke? Which values should the brand stand for?
- Think about the message of the brand. What do you want the target group(s) to really remember about the solution?
- Brainstorm the different elements that make up the brand. For example, think of a name, slogan, and logo.
- Develop the different brand elements and use them in the communication about the solution - in presentations, reports, videos, a website, and so on. Make sure the different elements share the same look and feel and reinforce one another.
What
A business model canvas is a framework that helps you think about the value your solution aims to create and how this value is then realised.
Why
A business model canvas forces you to think about all the aspects involved in creating value. It provides an overview of everything that needs to be organised around a solution.
How
- Lay out the structure of a social business model canvas (see the example template) on a whiteboard, flip chart, wall, or table, or use the example template directly.
- Determine the target group for your solution. Define the problem or issue, as well as the desired outcomes the solution aims to achieve for the target group in terms of the social goal and the value proposition.
- Also, determine which indicators make the achievement of these desired outcomes “measurable”.
- Decide how the target group will be informed about the solution, and what supporting services are needed to enable them to use the solution.
- Identify the resources, activities, and stakeholders that need to be mobilized to realize the solution.
- Identify cost items and possible funding sources.
- Review the entire canvas to identify what needs to be done, where opportunities lie, and what potential risks exist.
Template business model canvas
What
A roadmap is a visual representation of the strategy to realise a solution.
Why
A roadmap outlines which milestones need to be achieved, what is required to achieve them, and what must be taken into account along the way to implementing a solution. This provides an overview and offers all relevant stakeholders guidance on further developing and implementing a solution.
How
- Lay out the structure of a roadmap (see the example template) on a whiteboard, flip chart, wall, or table or use the example template.
- Determine the time span of the roadmap. By when must the solution be implemented? Create a timeline from now until implementation.
- Identify the main steps needed to realise the solution, think about a logical sequence and lead times, and place the different steps on the timeline.
- For each step, inventory the goal, the activities that need to be undertaken, the resources required to achieve the goal, the different people or organisations that need to be involved, the decision points and the outcome that must be achieved for each step. Use this to elaborate the roadmap.
- Take a step back and review the roadmap. Is everything clear? Is anything missing? Finalise the roadmap.
Template roadmapping
What
A service blueprint is a visual representation of the solution's internal and external functioning.
Why
A service blueprint helps you think about how the solution will work in practice and what is needed to make this functioning possible.
How
- Lay out the structure of a service blueprint (see the example template) on a whiteboard, flip chart, wall, or table or use the example template.
- Define the experience your solution aims to create and for whom. Identify the different phases of this experience.
- For each phase, determine what is needed “at the front” - what the target group notices or sees - to make this experience possible. Is this a helpline, information page, letter, service desk, or something else?
- Then, for each phase, determine what is needed “at the back” - what the target group does not notice or see - to make the front-stage elements possible. Is this a script, address book, registration system, expert team, or something else?
- Identify any supporting resources, processes, or activities. What is needed to make the backstage elements possible?
- Take a step back and review the service blueprint. Have all the resources, processes, or activities required for the solution to work been mapped out? Is anything missing? Finalise the blueprint.
Template service blueprint
What
Coalition building is the creation of an overview of what is needed to organise a network of relevant actors around a solution.
Why
For many solutions to complex problems, collaboration between different people and organisations is required. Coalition building helps you map out what an effective partnership around the solution looks like.
How
- Inventory the different roles that are needed to realise the solution.
- Define what key qualities are important for each role. Think of competencies, capacities, network, authority, power, and so on.
- Draw up a profile for each role. What does an ideal candidate for this role look like?
- Identify one or more actors for each role who could fulfil this role.
- Evaluate, for each role, which actor best fits the profile. Evaluate the coalition of the most suitable actors. Are the actors complementary to each other? Are they able to work together in a productive way? If not, which alternative actor could take this role? Form the coalition.
What
Environmental factors is a technique for reflecting on the contextual factors that are important for the functioning of the designed solution.
Why
A solution always functions within a context in which certain written and unwritten rules apply, people and organisations operate, norms and values exist, and interests and needs are at play, and so on. For the solution to succeed, it is important to align with or respond to these factors.
How
- Lay out the environmental factors framework on a whiteboard, flip chart, wall, or table, or use the example template.
- Identify the different contextual factors that influence the functioning of the solution.
- Cluster the factors and select the six most important clusters, give each of them a name, and write them down at the different corners of the environmental factors framework.
- For the context in which the solution must be implemented, determine to what extent each factor is present and what its possible impact is on the success of the solution. Indicate this in the framework.
- Think about ways to align with or respond to the six factors. What does this mean for the solution itself? And what needs to be taken into account for its implementation or scaling up?
Template environmental factors
What
The change readiness assessment determines the extent to which each stakeholder around a solution is ‘ready’ to achieve the solution.
Why
To achieve a solution, the context needs to be ‘ready’: a sufficient sense of urgency, the right capacities and support are required. If the context is not sufficiently ‘ready’, this first requires attention before the solution can be achieved.
How
- Elaborate on the framework of the change readiness assessment on a whiteboard, flip chart, wall or table, or use the sample template.
- Go through the preconditions for change readiness and indicate the extent to which these have been met.
- Evaluate the ‘readiness’ of the context. Which preconditions are in place and which are still absent?
- Brainstorm on ways to create these preconditions. In other words, what can you do to ‘ready’ the context for the realisation of the solution?
