Nick Jankel shares his journey from running profitable companies focused on consumerism to pursuing social innovation and entrepreneurship. He discusses the transition from Enterprise 1.0 focused solely on profit to Enterprise 2.0 which uses business as a vehicle to benefit people and the planet. Jankel advocates recalibrating the world towards thriveability by connecting head, heart and hand in service of people and the planet. He offers tools and training to teach others how to innovate and collaborate effectively to co-create a better world.

1. @NICKWECREATE
SWITCHED ON
NOURISHING SOCIAL INNOVATION &
ENTREPRENEURSHIP
NICK JANKEL
JULY 2012
PREPARED FOR EU-CHINA DIALOGUE

2. 8 YEARS
AGO
29 YEARS OLD
45 STAFF
INNOVATING PRODUCTS & SERVICES &
PERSUADING CONSUMERS THEY ‘NEEDED’ THEM

3. SOME CLIENTS

4. WORTH A FEW
MILLION POUNDS
(ON PAPER)

5. YET MY HEART BROKE..
...OPEN AS I SWITCHED
ON TO MY TRUE
PURPOSE IN LIFE

6. ENTERPRISE 1.0
VEHICLE FOR DELIVERING PROFIT FOR THE
FEW

7. CRISES OF...
POVERTY
CLIMATE CHANGE
CONFLICT
UNEMPLOYMENT
CORRUPTION
RESOURCE WARS
DEPRESSION & SUICIDE

8. ENTERPRISE 2.0
VEHICLE FOR DELIVERING PURPOSE TO THE
MANY

9. “I promise my students that if they
take the time to figure out their
life PURPOSE, they’ll look back on it
as the most important thing they
discovered at Harvard Business
School.”
PROF CLAYTEN CHRISTENSEN

10. WEI WU WEI
PURPOSE
CONNECTS HEAD, HAND, HEART IN SERVICE TO
PEOPLE & PLANET

11. IN ORDER TO CREATE THERE
MUST BE A DYNAMIC FORCE, AND
WHAT FORCE IS GREATER THAT
LOVE?
STRAVINSKY

12. THE ENTERPRISE SPECTRUM
THE ENTERPRISE SPECTRUM
PURPOSE PROFIT
FOR PURPOSE FOR PROFIT
Trading Non- Social Enterprise Co-operatives CSR
Profit
Trading Non-Profit Cross-Subsidy Social Business CSR For-Profit
Non-profitNon-Profit
/ Cross-Subsidy Social Business Ethical Business For profit
Government
PURPOSE-DRIVEN
ENTERPRISE
Recoup
Donations & Investment. Profit Investment & ROI 1-10% ROI 10%+
Funding Reinvested Interest above base
GUARANTEE CO-OP / MUTUAL / SHAREHOLDERS
COLLABORATIVE
No financial CONSUMPTION All financial
Incentive Incentive
Investment? Extraction?

13. PURPOSE
> $$$ OR POWER

14. 5 ENTREPRENEURSHIP
OF
ENGINES
FEAR
FORTUNE
FAME
FRUSTRATION
FREEDOM

15. IMPACT
PROFIT
PEOPLE
PLANET = THRIVEABILITY
PEACE & PROSPERITY
(CREATIVITY, LEARNING, FUN)

16. CREATIVITY OF FREE ENTERPRISE
COLLECTIVE SPIRIT OF SHARED PURPOSE

17. RECALIBRATE
THE WORLD TOWARDS THRIVEABILITY
HARMONY (WITHOUT HIERARCHY)

18. THERE ARE DEEP
WELLSPRINGS OF
MEANING TO
ACCELERATE A TRULY
VALUES-LED
ENTERPRISE CULTURE

19. THAT CAN LEAPFROG ‘ADVANCED
CAPITALISM’ FOR GOOD

20. VITAL
A THEORY OF CHANGE THAT BRINGS TO
LIFE YOUR PURPOSE
AND AN IDEA OF HOW YOU MIGHT SCALE IT

21. TEACH TEACH
GIVE A HIM TO HIM TO
MAN FISH FISH INNOVATE

22. IN THE LONG HISTORY OF HUMANKIND
(AND ANIMAL KIND, TOO) THOSE WHO
LEARNED TO COLLABORATE AND
IMPROVISE MOST EFFECTIVELY HAVE
PREVAILED.
CHARLES DARWIN

23. WE CREATE
TEACH, TRAIN, COACH & SUPPORT CHANGE-AGENTS
TO INNOVATE & COLLABORATE EFFECTIVELY SO WE
CAN CO-CREATE A RADICALLY BETTER WORLD
TOGETHER

24. WE CREATE
SOCIAL INNOVATION & DESIGN CONSULTING
LEADERSHIP DEVELOPMENT & COACHING
SOCIAL INNOVATION & ENTERPRISE TRAINING

25. RECENT CLIENTS & FUNDERS

26. ☀ ☀☀
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☀ ★
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☀ ☀
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27. OBSTACLES
ARE MANY!

28. OBSTACLES
ARE MANY!
> 80% FAIL

29. CHOICES
EVERY DAY BETWEEN PURPOSE & PROFIT

30. EVERYTHING
WE NEED INSIDE US & OUR NETWORK

31. IF (AND IT’S A BIG IF)

32. 3 THINGS
TOOLS / SKILLS
MINDSET
COMMUNITY

33. A SCALEABLE
CAPACITY-
BUILDING
COMMUNITY

34. MAXIMUM IMPACT MINIMAL MISTAKES
Collaboration Strategy
Scale Strategy
Brand Strategy
Impact Story & Pitching
GLOBAL
Impact Metrics NEXT PRACTICE
CUSTOMIZED
Impact Models
ONLINE
Breakthrough FREE ACCESS
Propositions
Design
for Impact
Breakthrough
Leadership
Purpose
& TOC

35. PURPOSE TOOL What were you born to do?
My Purpose What special sauce do you
bring to any situation? Where
do you serve best?
My Passion
In this context, what
moves you, inspires
you? What have you
learnt on your journey
to give or teach others?
My Point
So what is the point of
life? Why are we here?
My World
How do you see the
reality? How does the
world work?

36. THEORY OF CHANGE
Conventionally it is though that (causes)
(problem) for (target user). Our view is that
(breakthrough insights) are actually the root
cause. Therefore (project name) is a (category)
that (breakthrough proposition). We (activities /
interventions) which create (outcomes) with
(impacts). We are aware (unexpected returns)
may result from the system.

37. Iteration Number..............................
IMPACT MODEL CANVAS Headline idea..................................... Designed by....................................... Date....................................................
Scale Strategy Brand Strategy
- What systems do we need to have in place to reach maximum scale? - What over-arching and engaging story are we going to tell to engage people?
- What people structures do we need to service this delivery model? - How do we appeal to head, heart and hand in a distinctive and authentic way?
- How can we deploy these over time to achieve our goals? - How are we going to start and maintain conversations?
Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users Local
- How do people have to behave during - Through which Channels are we going to - What Activities do our Value Propositions require? - What value do we deliver to the user? - Through which Channels are we going to - For whom are we creating value? - What is the local context?
‘business as usual’ to deliver on the Activities, reach and keep in communication with - Our Delivery Channels? - What benefits are we making more reach and keep in communication with - What needs are we focused on relieving? - What impacts user beliefs, values
Resources & Partnerships? our users? - Our Fundraising Strategy? accessible, usable or enjoyable? our users? - What problems are we helping to solve? and behaviours?
- How does this connect with our values, vision - Which ones work best? - Our Growth Strategy? - How is this different from our ‘competitors’? - Which ones work best? - What are existing behaviours and cultural
and org intent? - Which ones are most cost-efficient? - What do we have to do to keep our - What are the mission-critical elements - Which ones are most cost-efficient? codes we can tap into or piggy-back on?
- What ownership structures do you need to - How are we integrating them with user habits? collaboration and networks intact? of the user experience? - How are we integrating them with user habits?
ensure congruence and maximise imaoct? - How can we reach scale? - Our culture healthy? - How can we reach scale?
WE ARE BUILDING
Resources
- What Resources (stuff, people,
A GLOBAL Purpose
- What is the reason the organisation exists?
Channels & Marketing
- Through which Channels are we
Donors
- Who are our most important donors
Globe
- What is the global context within which
INNOVATION
infrastructure) does our Value - How can we best serve? going to reach and keep in and funders? we are working?
Proposition require? - What is our strategic intent? communication with our donors - What needs are they focused on meeting? - What impacts potential and current
- Our Delivery Channels? and policy makers? donor beliefs, values and behaviours?
- Our Funding Channels? - Which ones work best?
- Our Fundraising Strategy? - Which ones are most cost-efficient?
- Our Growth Strategy? - How are we integrating them with user habits?
- Our partnerships? - How can we reach scale?
BANK OF IMPACT
MODELS
PPP Costs Financial Costs Revenue Streams PPP Impacts
- What social and environmental costs are a direct or indirect outcome - What are the most important costs inherent in our delivery model? - What are our revenue streams? - What outcomes do we value most for our target users?
of our Key Activities and Key Resources? - Which Key Resources are most expensive? - What prices are we charging? - What behaviours and beliefs do we want to change?
PLEASE CONTACT
- How can we mitigate against this? - Which Key Activities are most expensive? - What value are our funders / donors / users really willing to pay? - How can we measure these accurately and cost-effectively?
- What do we need to invest in to ensure our purpose is achieved? - How much does each Revenue Stream contribute to overall revenues? - Is there a way to include measurement within the user experience?
- What is break-even target?
US TO HELP
Risks Assumptions
- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,
- What could get in the way? collaborators, resources and channels which underpin this Model?

38. THE IMPACT CHAIN
Drivers & Desired
Intentions Resources Activities Outputs Outcomes Barriers Impacts
Profit
People
Planet
Purpose

39. 39
STORYTELLING FOR
SWITCHED ON STORIES CHANGE
Call to Action
What is your ask? Do you have an invite for them? What would you like them
to provide for you exactly? What are you going to do with it?
Connection
What is the problem or need? How many people have it?
What are the most shocking facts and figures? Can you tell us about one person
who is suffering? How does that feel to you? Why might others resonate with this? Concrete Impact
Why should we listen to you? Why are you involved? How does it impact you?
What are your intentions around it? What is at stake for you? What are your past
successes that relate to this issue? What is the headline keeping us listening? How does it, or could it, have an impact? What analogies or parallels can you
draw on to demonstrate it? How will you measure this impact? What new
behaviors and patterns do you hope to create? How does this bring about the
preferred state of the system in your vision? What other impacts do you expect?
What is the size of pie and the slice of pie? How can you bring it to life in words
or images? What do you want from the listener? What is the call to action?
Context Conviction
What has already been thought of that has failed? What already exists but is not What is the purpose of the project or enterprise? Who is the team that has
available, usable or enjoyable enough for a mass solution? conviction to execute this purpose? What is the preferred state of the
Where have all your ‘competitors’ got to? What models of change have been system / market according to your vision? What are you resolved to do as
applied (and where have they gone wrong)? specific brand and growth strategies to get there?
Concept
What is the essence of your idea or project (or the question you want to
investigate / answer)? What, for who, when, where? How is it designed to
Conventions work for real-people? How will they use it? How can it be sustainable?
Scaleable? What is a prototype and MVP for the concept? Longer term,
what is the roadmap for seizing the opportunity? How can you offer
What are the underlying assumptions that originate the problem? people more membership, mastery or meaning?
What are the things everyone thinks that are actually the root drivers of the problem?
What are the key reason’s that other people’s models do not work?
What part of the current story is no longer working?
Consciousness Shift
How do you see things differently? What is your insight into human nature
or the world that opens up a new possibility? What is your epiphany?
© wecreate 2012

40. Pioneering
peer-to-
peer
coaching ON SALE NOW ON
toolkit OUR WEBSITE
WWW.WECREATE
WORLDWIDE.COM

41. ☀ ☀☀
☀ ☀☀
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☀
☀
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WE ARE ALL IN THIS TOGETHER!

42. IF YOU WANT TO GO FAST, GO ALONE. IF
YOU WANT TO GO FAR, GO WITH A
GROUP.
AFRICAN PROVERB

43. WIN WIN WIN
ME - YOU - US
COLLABORATE!

44. SWITCH ON
WHAT MIND CAN
CONCEIVE & BELIEVE, MAN
CAN ACHIEVE
NAPOLEON HILL

45. NO = NOT YET!
THE NO.1 THING THAT CAN STOP A PURPOSE-
DRIVEN ENTREPRENEUR
IS OURSELVES

46. INNOVATION &
LEADERSHIP ARE
THE DOUBLE HELIX
OF ALL
BREAKTHROUGH
IMPACT

47. CONNECT
WECREATEWORLDWIDE.COM: SWITCHED ON
INNOVATION, LEADERSHIP & ENTERPRISE
NICKJANKEL.COM: LIFE SWITCHED ON