http://www.jocelynwyatt.com/blog/index.php http://www.jocelynwyatt.com/blog/index.php?entry=entry100131-141350
The Blue Sweater book group event in Kibera, where Jacqueline Novogratz spoke to 100 people from five slums surrounding Nairobi, was especially moving. The young men from the slums who organized the event couldn't have been prouder and did am amazing job showing all of us their great leadership capabilities. Several women asked some of the toughest and heartfelt questions I had heard. "How do you balance serving your community and serving your family?" "How can I lead when I'm poor young mother who has nothing." "My women's group has failed so many times now, how can we have the strength to continue." It was wonderful to see that after the event, the audience members were connecting with each other and making suggestions of microfinance institutions, training courses, and schools to one another. The overwhelming message was "Don't wait for handouts - take the first steps to take control of your life. All of us are leaders and we need perseverance to fail, learn, and eventually succeed."

We left the event feeling inspired but with a sense of sadness. We are so privileged to spend an evening in Kibera and then be able to drive away, back to our five star hotels and fancy dinners. There continues to be so much tribal tension and violence that is pulling these communities apart and they are allowing themselves to destroy the very things that are built for the public good in the name of these differences. Corruption permeates the society so deeply and without an ability to pay a bribe, one may not even be able to attend university.

My trip ended on a very hopeful note, with the four organizations the Ripple Effect team worked with over the past four months presenting their water pilots. The groups were so proud of what they've accomplished in such a short time and really owned their projects and the design thinking process. The two NGOs were convinced of the benefits of developing sustainable business models and the two private companies were deeply committed to serving the poor.

I returned to San Francisco excited by the work I had seen and the stories I had heard from such strong individuals. I also returned with a pragmatic view of all the hard work that needs to be done and a renewed commitment to doing all I can to make that happen.
]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry100122-060111
In the past, I've had a harder time finding that same optimism in Kenya. Especially since the elections, people have seemed skeptical of lasting change. They saw that in a few days, so much progress could be destroyed.

I've been thrilled to spend time this week with four amazing organizations - groups piloting projects to increase access to clean drinking water in low-income communities. When talking about their projects, they speak with such conviction and hope about the impact their work will have.

Umande Trust and Maji na Ufanisi are community based organizations working in the informal settlements. They are deeply embedded with the community members and are working with them to start businesses to sell and deliver water. The communities have been integral in the design of the pilots and are now owning them and taking them on as their own. They are excited both to serve their communities and to have an additional source of income. They see these pilot sites as just the first in a larger initiative.

PureFlow and Kentainers are private-sector companies that make water filters and storage tanks, respectively. They are both developing water kiosks in peri-urban areas to sell bottled water quality branded drinking water for a fraction of the price. They are run by ambitious entrepreneurs, for whom scale is a given. They believe they can both serve low-income markets and make a profit, and won't stop working until they do.

The progress these organizations have made in the past four months (from initial conception of the idea through the pilot phase) is incredible. They're moving fast, proving their models, and truly serving the needs of their customers. And, they are right to be optimistic about what the future will bring.

]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry100119-020456
I had a friendly taxi driver who took me quickly to the hotel. I realized I had snapped back to Nairobi mode when I immediately put on my seat belt (so cops don't pull you over and demand a bribe) and locked both back seat doors.

I remembered a few things that I love about Kenya this morning as I had breakfast and made my way to the Acumen Fund office.
- Delicious fresh juices and fruit - apple ginger, passion, watermelon, orange, and papaya, all available at breakfast. And, plenty of fresh, local tropical fruit.
- Friendly service - Taxi drivers, hotel workers, receptionists - all incredibly friendly chatting in a combination of Swahili (which I'm struggling to remember) and English. "Hello, Madam, did you have a nice sleep? Will you go to take your breakfast now? Let me send the lift for you."
- Slower pace - I learned years ago that you can either get frustrated by things taking so long or you can slow down yourself and match the pace. I choose to do the latter, which feels much better.

In conversation with Sangeeta today, I realized how much better I understand Indian than Kenya. Despite having lived in the two places for the same amount of time, I've developed a deeper cultural understanding of India over the years. It's hard to get beneath the surface here, but am hoping I'll have some chances to over the next few days.
]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090905-120518 NextBillion about a panel at the Social Capital Markets conference.

Kevin Jones brought together an interesting group of speakers to the Disruptive Innovation panel on the first day of SOCAP 09 -- people who at first glance, would have a hard time finding common themes between them. Kevin started off by saying it was up to us to figure out why he had selected these individuals (Sangeeta Chowdhry from Acumen Fund, Sally Madsen from IDEO, Lucky Gunasekara from Frontline SMS and Mark Beckford from NComputing) to speak together.

Sangeeta and Sally spoke about the Ripple Effect project, a collaboration between Acumen Fund and IDEO to increase access to drinking water by seeding innovation in India and Kenya. Lucky shared stories about Frontline SMS's software for healthcare delivery and Mark spoke about multi-user, low-cost PCs. It was an interesting mix because Frontline SMS and NComputing are social enterprises that have developed
technology-based solutions, IDEO is an innovation and design consulting firm that is doing work in BoP markets, and Acumen Fund is a non-profit venture fund that invests in social enterprises.

A few themes quickly appeared as the speakers began sharing their stories. The first was that the "disruptive innovation" was not the product that each designed. In the case of the Ripple Effect project, the innovation was the new model for partnerships - a project funded by Gates Foundation, run by Acumen Fund and IDEO, and working with 20 local water organizations in India and Kenya. Frontline SMS is building a network
of volunteers working with health clinics throughout the developing world to prototype the technology and provide feedback to the organization. NComputing's innovation was to leverage public education challenges to spread the use of the device. In all cases, the design of the product alone was not enough - the business model, distribution
networking, and marketing strategy were all necessary to enable scale.

A second theme was the importance of building and working with an ecosystem. In the case of Ripple Effect, this meant working with the water sectors in India and Kenya. In addition to the 20+ local social enterprises and NGOs the Acumen and IDEO teams worked with, they brought in many additional water, microfinance, and design experts to contribute to the project. Frontline SMS began their pilot six months ago with 85 health workers and have already scaled to 1000 worldwide - they have attracted the imagination of their volunteers and have gotten them excited about supporting the movement of bringing healthcare information to rural communities via SMS. Finally,
NComputing, also in its early days has already reached 15% penetration in U.S. schools.

The third thread that appeared again and again during the panel was the importance of knowing your customer and designing affordable and appropriate solutions based on those real human needs. Sally spoke about IDEO's Human Centered Design process and how it could be applied to designing any innovative product, service,
or program. Lucky and Mark also spoke about how the technologies they designed met the needs of the people they are working with and attributed their success to both the design of the product as well as the design of the system around it.

The panel closed with a great quote from Lucky, "You have to get your hands dirty on the ground to be able to really understand your customers' needs."
]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090904-191000 GOOD.

As a design and innovation consultancy built on the notion of putting people at the center of the design process, taking a human-centered approach to evaluation is critical for IDEO. We saw a great example of this when we spent time with IDE in Ethiopia, where Monitoring and Evaluation specialists spend time walking the fields with farmers and connect their personal stories to the data about them.

When evaluating the effectiveness of a program, quantitative data alone does not convey enough meaning, and typically leaves us with many questions. Numbers are, of course, necessary, but shouldn’t be relied on alone. Statistics should be complemented by deep stories of the impacts on an individual, family, or a community, and we should spend as much time thinking about how to effectively craft these stories as we do focusing on how to present the numbers.

Putting people at the center of evaluation means connecting with them on a personal level. We do this by spending time with people in the field—observing them at their homes or while doing their jobs. We build trust in the communities by working with local partners and even doing homestays in rural villages. As we get to know people, we gather richer and richer stories about their lives. And as we test prototypes of various innovations, we look to understand how it actually changes people’s lives.

When we worked with VisionSpring to design eye “camps” for children in rural India, we created a number of different procedures. We observed children as they went through the eye testing process, and talked with them about how to improve it. A few children started crying as soon as they sat down to get their eyes checked, because the pressure of the equipment on their faces was too great when the test was conducted by an adult. However, when they were given the opportunity to test the eyes of their classmates, the same children were confident and excited. The feedback they sought from children and teachers (including the personal stories about the children who got glasses and were now able to succeed in school) allowed VisionSpring to continue to conduct the eye camps, with better results.

So now we put these questions to you: How have you put people at the center of evaluation? How have you reconciled raw data with human stories? What strategies have you used to measure impact beyond quantitative analysis? Can you think of any realms—education, the prison system come to mind—where evaluation could stand to be less number-centric?
]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090825-004504 HCD Toolkit which was developed for non-profits and social enterprises worldwide. The HCD Toolkit and Field Guide lay out the IDEO process for design and innovation and help organizations better understand the needs of their customers and develop innovative products and services to meet those needs.

We'd love to hear stories about how people are using the HCD Toolkit so please let me know if you have any feedback.

If you prefer, you can also purchase the printed versions from Blurb.

]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090819-020745 jocelynw.

I'll continue to blog from time to time, but you can expect more on Twitter from now on. ]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090630-232549 design process and the services offered are great examples of user-centered design. ]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090618-214839 here. ]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090614-124700 website

Our client is a pioneering, Texas-based non-profit 501(c)(3)
organization, which works to unite executives and prison inmates
through entrepreneurial passion, education and mentoring. The program
engages the nation's top business and academic talent to
constructively redirect inmates' energies by equipping them with
values-based entrepreneurial training - enabling them to productively
re-enter society. The thesis behind this organization is that many
inmates are proven entrepreneurs, and that their entrepreneurial
endeavors landed them in prison. In three years since inception, the
program has a CAGR of over 150%, and has generated numerous
entrepreneurial success stories, having assisted participants in
starting over 50 businesses. The program has produced the nation's
leading results in the prison rehabilitation industry, including
dramatically reducing return-to-prison rates - participant
return-to-prison rates are less than 10%, compared to over 50% for the
national average. The program has recruited 1,000+ senior level
executives and venture capital/private equity professionals, who serve
as inmates' mentors and business plan judges. Additionally, the
program has established affiliations with 24 top-tier MBA programs,
including Harvard and Stanford, whose 450+ students serve as weekly
advisors for the inmates' business plans. The program's innovative
work has won several awards, and has received coverage on NBC Nightly
News and in The New York Times, The Washington Post, The Wall Street
Journal and Entrepreneur Magazine.

Position Description/Responsibilities

Chief Operating Officer (COO)

Specific Responsibilities: The Chief Operating Officer will be
responsible for leading the collaborative development and execution of
the organization's strategic plan, which includes aggressive growth
targets. Reporting to the CEO, the COO must be a confident, seasoned
leader able to develop a scalable infrastructure platform and guide
the team through significant transition. The COO will manage four
director-level program positions responsible for education,
reintegration, community outreach, and mentoring. In addition, the COO
will supervise the tactical functions of finance, information systems,
human resources, and general administration.
Required Skill Set:
- Ten or more years of proven leadership experience in building
companies and managing rapid growth;
- Bachelors degree, plus graduate-level training in management,
business, law, organizational development or other related field
required;
- Mature leadership from a strong confidence that inspires, sets a
standard for other leaders, and engenders trust;
- Proven skill and success in organizational development, including
the re-engineering of organizational policy, procedure and process to
efficiently achieve objectives;
- Adept program design and management;
- Skilled financial analysis and cash-flow management;
- Astute business acumen; and
- Exemplary communication skills, both written and verbal.

This position is based in Houston, Texas, with limited travel.
Compensation is competitive with similar opportunities, and will be
commensurate with experience.

Apply herePrison EntrepreneurshipPrison Entrepreneurship]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090614-124326 Contact Ray Victurine to apply rvicturine@wcs.org

The Wildlife Conservation Society (WCS), a not for Profit organization based at the Bronx Zoo in New York city, is recruiting a short term business intern/consultant to help develop a business plan for the Virunga National Park. Virunga Park is Africa’s oldest and one of it’s most biodiverse parks, established in 1925, but to date it has never had a management plan.

Time frame
One month (July or August 2009) will primarily take place in DRC with 3 weeks spent in Goma where the park’s main office is currently located and one week to prepare for the visit and to finalise the plan.


Outputs

The main output will be the business plan for the park. Integral to this plan will be the following sections/information:

· Costing of the draft management plan (produce financial plan for the park)

· Breakdown of recurrent costs vs investment costs

· Ten year cost estimate for the park on an annual basis on a cost accounting basis (cost of doing business)

· An assessment of costs that are already covered with funds available

· An assessment of the funding needs that are not covered.

· Assessment of possible income sources that should be explored to generate revenue to cover park operations

Requirements

Business planning experience and French language capability]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090611-102243 Portrait of the Artist as a Young Businesswoman from City Journal does a really good job explaining that design has become much broader than just functionality and aesthetics of tangible objects and has developed as a way to solve problems.

There does seem to be a growing excitement to be a designer or work for a design firm and this article articulates that surge quite well. ]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090502-054820
An interview with Jawad Aslam about his experiences with low-cost housing in Lahore.

Joel Montgomery's photo montage - Faces of Pakistan. ]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090425-053955
During our time with Naandi Foundation, we spent time with the team to try to understand the concerns with the existing vessels (designed like gasoline cans). After a quick brainstorm, we designed several concepts which we brought to the field for user feedback. While the sketches were certainly a useful way to explain concepts, it wasn’t until we returned to the office and began to prototype 3D concepts that we fully understood what we were working with.

One of the first things we did when we began prototyping was to fill a 12 liter and 20 liter container with water to get a better sense of the weight. The IDEO, Acumen, and Naandi team members then tried lifting and carrying each of the containers - laughing as the water sloshed onto our clothes and onto the floor. By feeling the weight of the vessels filled with water, we were able to design more appropriate solutions to carry water and by building 3D prototypes and observing them in use, we were able to make modifications to the design to make them more user-friendly and comfortable. The next step is to design slightly higher resolution prototypes and seek more diverse and extensive customer feedback on them.

Read more about the Ripple Effect project.

]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090415-173327 Ripple Effect project. Tiffany, Adam, and I spent the last three days with WaterHealth in Hyderabad and Krishna district, developing a communications strategy for them to increase their customer base. We went in to the engagement thinking we were going to design 2-D marketing materials (posters, banners, handouts) and ended up presenting six 3-D concepts.

Our time with WHI and our day in the field showed us that India is overwhelmed by advertising, even in the rural areas. Posters and banners are generally ignored and are not seen as trusted sources of information. People are curious to get into the details of a product – how does it work? why is it better for me than the competitor’s product? We learned that providing people with information about the water treatment process and the differences between the WaterHealth water and the well water was extremely important. Whereas exaggerated scare campaigns were ineffective and caused people to mistrust the information they received, information, facts, and proof were valued and appreciated.

We realized that developing experiences for WHI to engage with the community was much more effective than pushing information in a static format out to them. We looked at engaging the delivery people and trusted sources (teachers, doctors, religious and political leaders) to share information with people and presented other events-based approaches to engaging with potential consumers.

]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090306-231539 Acumen Fund) is centered around market-based approaches to water storage and delivery and the workshop this week was no different. While many of the organizations that participated in the workshop are social enterprises and do charge for their services, several of those who attended have traditionally relied on a more charitable model. Going into the workshop and during the first day, this divide made us a bit nervous. Would the insights and concepts apply to the more traditional NGOs? Would they dismiss the market-based approaches as capitalistic and unpure?

To our pleasant surprise, we actually saw that a number of these organizations actually began to explore the possibility of moving towards market based approaches for water delivery and storage by the end of the workshop. Over the three days, they looked around the room and began to understand how their counterparts had figured out ways to charge for their services and develop more sustainable models. They saw that people are willing to pay for the convenience and reliability of water and that with new technologies, payment could be easily facilitated.

We saw that in the pitches on Day 3, several organizations that had never attempted to collect payment for services were interested in prototyping payment mechanisms. Two organizations recognized that while they would not seek to maximize profits, they could design opportunities for entrepreneurs to deliver water and thus could both increase access to drinking water and provide livelihood opportunities.

By the end of the workshop, my opinions on market-based approaches as sustainable and scalable solutions was reinforced and I’m excited to see how the prototypes work for these organizations and how they might affect their organizational philosophy and their other offerings.

To read more about the project, check out the blog
Username: ripple
Password: effect ]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090222-193828 India Design Festival, co-hosted by the National Institute of Design (NID) and the Confederation of Indian Industries (CII). Sandy and I delivered a workshop designed for small and medium enterprises about design for B2B companies in an economic downturn. I also spoke on a panel about the Growth of Design and how to manage innovation in a recession.

The conference pulled together a nice mix of speakers from India, Europe, and the U.S., a variety of disciplines including communication design, industrial design, business design, systems design, and architecture. The event was not as well-attended as I had hoped – at any given time, there were about 150 people in attendance. As is frequently the case at these types of events, the students were the most inspiring with their thought-provoking questions and their complex understanding about the role of design and how it might look in the future.

A few things that I heard at the conference that really stood out to me.

Sustainability was a clear theme. There was lots of talk about both green design and considerations about materiality and shipping costs. Based on what we hear about India’s willingness to play its part in terms of global warming, it was heartening to hear the design industry talk about the importance of the environment.

Base of the pyramid markets are an exciting place to work. A number of panelists spoke about the opportunities in BOP markets and the role design can play in making products and services that are affordable and appropriate. Indian designers user the term “inclusive design” and this commitment to designing for rural communities and using design to benefit people’s lives is certainly part of their history.

Systems design is hot. India has quickly moved beyond product design and is talking about designing systems and platforms. Students are interested in tacking complex design challenges related to poverty, sustainability, and complicated business systems. They recognize the importance of integrating business design into the work they do and see design, not only as a way of making things more functional or beautiful, but as a way of solving problems. They use “design thinking” frequently and use is correctly.

Designers are optimistic, or believe that they should be. During the conference, there was lots of talk about the recession and how to encourage innovation during an economic downturn. The clear message that everyone gave was that we must continue to innovate in a downturn if we want to grow. As designers, we see infinite possibilities in the world, and the same is true today. We must innovate in a strategic way, but we cannot stop designing.

Overall, I was impressed with the caliber of people I met and the thinking that’s happening within the Indian design industry. I look forward to participating in these conversations and see it all develop.
]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090222-123323 Pradan has a large campus. We were introduced to Pradan several months ago, and met them in person in Delhi during our last visit to India. Pradan has a long history of rural development in India and is a great example of an organization that has scaled. It was a pioneer in microfinance and Self Help Groups and has a focus on empowerment and livelihoods for the true base of the pyramid.

Pradan has an extraordinarily strong organizational culture. At the village level, they hire recent university or graduate school graduates as “Executives” who train local Community Resource People to advise and train families in the village. Pradan employees are called Pradanites and it’s clear that it is not unlikely for people to stay with the organization for their entire careers.

One thing I found very interesting about Pradan was their strong believe in their theory of change. In development, having a theory of change is critical. Organizations and individuals have a belief about where the biggest return on investment will come. For Nike Foundation, it’s empowerment of adolescent girls, for PATH, it’s investing in low-cost health technologies. For Kickstart and IDE, it’s about raising income levels for smallholder farmers. And, for Pradan, it’s about building self-esteem for poor rural women.

With Pradan, this empowerment happens with the formation of self help groups (SHGs) which teach the women how to work together, how to discuss and solve problems, and how to manage finances. Pradan is a patient organization and recognizes that change takes time. After several years in an SHG, women and their husbands begin to receive training on livelihood opportunities based on their interests and skills. Some will learn how to grow specialty mushrooms, others will raise silkworms. Once women are empowered, have a higher and steady income, and have access to credit and savings, they can then focus on issues related to healthcare and education for their families. They are also coached by Pradan about how to speak out to government officials and policymakers and how to use the government to make positive changes in their communities.

Pradan’s philosophy, approach, and methodology are tested and sensible. They are a deeply empathic organization and truly understand their clients. They continuously iterate their programs and over time have transferred more and more of their role to the local communities. And while they take a long-term view on development, they are one of the few organizations I’ve seen that is truly working themselves out of a job through their scale and effectiveness in the communities where they’re working.
]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry090212-124624 VisionSpring. The design challenge we were working with VisionSpring to tackle was how to provide comprehensive eye care to children and their families. On this project, our role is not to do the design, but to coach the VIsionSpring team through the Human Centered Design process.

We spend a day listening to the stories the VisionSpring team heard during their interviews and observations and synthesizing them to get to the insights, opportunities, and principles for design. We then moved on to brainstorming and prototyping solutions and brought the prototypes out to the field on day 3 to test them with children and teachers.

With two insights, “kids are afraid to reveal their imperfections” and “kids often do not know how to identify when they have a problem” and two principles for design “build on social relationships and connectivity” and “make kids feel good about themselves”, one concept we came up with and prototyped was eye screenings done by kids. In the field, we tested our intuition that kids would enjoy screening each other’s eyes, especially if we designed the process to be fun, kid-centered, and inclusive.

Prototyping is such a valuable activity because it forces you to challenge your assumptions. We thought kids might respond better to an eye chart designed for them – one with animals or movie stars. In fact, they preferred the standard tumbling Es because it was less open to interpretation and by playing eye doctor with each other, they were able to pretend to be adults. The kids took the screening process very seriously (in contrast to when we prototyped animal eye charts and the kids all giggled and told each other the answers) and even started pretending to be a doctor by delivering the results to the other children. With a bit of coaching, kids said “You passed the exam. Remember to eat your vegetables to keep your eyes healthy.”

I remember that my favorite game as a kid was to play school, house, or doctor and pretend to be grown-up. It’s no surprise that this was fun to the kids in Mahbubnagar, India. But we started off thinking that kids would want to be surrounded by kid things and were able to get to a simple, yet extremely effective method for engaging children in their eye care through the design process. Most exciting was that by the end of the workshop, the VisionSpring team began to see children as ambassadors for eye care and as the ones who could encourage their parents to take the family to the community eye camp and buy glasses when needed.
]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry081217-080909 VisionSpring in Hyderabad. In 2005, I lived in Hyderabad and worked as the Interim Country Director of VisionSpring (at that time Scojo Foundation) for 7 months.

It was such a treat to return to the organization I had done so much work for and see some of my former colleagues. I was most excited to see Praveen and Shekhar, the bookkeeper and office assistant I hired 3 1/2 years ago. Both have really grown with the organization in exceptional ways - Praveen is now managing the accounting and supervises an employee. Shekhar now speaks some English, has set up the stock room in the new office, and manages the inventory of glasses on the computer.

The organization has really grown in terms of sales and staff, yet the enthusiasm and entrepreneurial feeling have not waned in any way. Arunesh, the Country Director, is doing a fantastic job managing the various sales channels and has really contributed to getting more glasses on people's faces by distributing through the channels of partners like Drishtee and BRAC.

We are teaching the VisionSpring team the process of Human Centered Design, facilitated by the HCD Toolkit. The design challenge we have undertaken with the team is how to convey the value of eye care to adolescents, their parents, and other stakeholders. With a grant from USAID, VisionSpring is expanding their offering to provide comprehensive eyecare to people 10 - 15 in addition to selling reading glasses to adults.

Anitha interviewing two children outside an eye camp in Mahbubnagar, Andhra Pradesh
]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry081214-080902
No one is allowed to linger outside the airport selling their wares or begging for money. American chain restaurants are found in every hall. Leaving the airport was efficient and self-explanatory. It was truly an amazing experience and much nicer than most American or European airports that I've visited.

I hope this is an indication of the future of India.

]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry081213-132447 VisionSpring, my former employer. We decided though that to get over jet lag and to get adjusted to India, we needed a weekend in Goa.

We arrived at the Delhi airport on Friday at 3 a.m. and put a bit on-guard after seeing a hundred security guards and police officers with AK47s slung over their shoulders. The lines to enter and exit the airport were many cars deep and we were a bit alarmed to hear that there were rumors about a shoot-out at the airport that may have occurred an hour before we landed.

Goa was spectacular – lovely white sand beaches and perfect temperatures in the 80s. We stayed at Elsewhere, a NY Times recommended spot, which had beautiful little houses and platform tents on the beach. The service was spectacular and the place bragged of having more staff than guests. The commerce on the beach of Goa was actually less prevalent or aggressive than I expected. But perhaps that’s because I’ve become used to it. Or maybe because we stayed on a particularly quiet piece of the coastline. Our days and evenings were relaxing with activities that included swimming, walking along the beach, reading, relaxing, and treating ourselves to Ayurvedic massages.

What was most interesting to me about Goa was that is was so difficult to figure out what Goa is about. It has almost lost its personality with all the tourism. It’s restaurants serve a mélange of North Indian, South Indian, and coastal cuisines and its boutique sell tapestries from Jaipur, stone boxes from Agra, and puppets from Rajasthan. Most of the people we met in Goa were from other parts of India or Nepal. In this way, it was unlike Kerala or Zanzibar, which, despite their tourism (or maybe because of it), have retained their strong cultural identities and have aptly expressed their own points of view in relation to the countries to which they belong (India and Tanzania).

Goa has been affectionately termed “India lite” because it is so easy to get your bearings and feel at ease compared to other parts of the country. It is a beautiful, relaxing, and fun place and I would certainly recommend it as a place to adjust to the sub-continent, especially for those coming for the first time.

]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry081112-213734 Better World by Design Conference was hosted last week by Brown University and the Rhode Island Design Institute (RISD) in Providence, Rhode Island. I attended the conference as a speaker and was impressed that the event was entirely student organized and run. The conference drew about 200 people from the design industry, private sector, social sector, and academia. We heard from a good mix of practitioners, consultants, and researchers.

The conference mapped closely to IDEO’s Design for Social Impact initiative so it was very much in-line with the work we’ve been doing for the past year. Just as way of background, the purpose of IDEO’s design for social impact work is to cause transformational change in communities of need.

One theme that was repeated throughout the conference was the importance of developing empathy. We heard from Ross Evans (founder of Xtracycle and World Bike) and Cameron Sinclair (founder of Architecture for Humanity) about the need to live and eat in the communities we are designing with. We must work to understand the complexities of the local context and be sure to work closely with local partners. While this seems like an obvious tenant of design, many people at the conference shared market insights but didn’t share stories of people or human insights. We need to make sure that we’re looking not just as what’s for sale at markets and what is being advertised, but that we actually talk to people about what they want and need.

A second theme which was emphasized at this conference as well as at the Design in the Developing World panel at SoCap, was the need to apply design thinking to business models, distribution systems, and marketing. As Emily Pilloton, Founder of Project H said “The design is easy. The implementation is tough.” This was reiterated by Paul Polak who spoke about the need to design products and their distribution cheaply enough so companies can be profitable by selling them and multinationals will be enticed to enter base of the pyramid markets.

Finally, at the conference, there was a general sense of excitement, accompanied by a sense of urgency. There was a feeling that social design, or design for the greater good, was catching on, both within the design industry, as well as within the social sector and low-income markets. There was little discussion about how to run a business by working with clients who are not able to pay (or pay much) for design services. However, the work that IDEO and Rockefeller Foundation engaged in addresses this question to some extent. I am optimistic about the future of design for social impact and saw that the Better World by Design conference was able to convene a number of the leaders of this movement and engage us in 3 days of interesting and inspiring conversations.]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry081104-234050 BOP Source, launched recently. This is the first social networking site for the base of the pyramid. While at this point, it looks like members are people who are interested in working with the BOP (not necessarily BOP customers themselves), there are nevertheless, some interesting conversations that are starting to take place.

Check it out and complete your profile. Let's see if we can get some discussions going about BOP markets. ]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry081103-204640
As good luck would have it, our next steps took us to San Francisco a year ago (David via Mercy Corps and me via IDEO) and through one of the student leaders we met at the Global Social Venture Competition, we were asked to teach a one-credit course held for two hours each Thursday.

The class was called Enterprising Solutions: Market-Based Approaches for Reducing Poverty. Each week, we took on a different theme with the overall goal of understanding where we had come from in the development field, what market- based approaches were, why they were so interesting and what were some of the macro issues, like trade policy, that impacted this work. Other themes included social enterprise, microfranchising, design for social impact, corporate responsibility, social investing, and trade.

We began each session by framing the topic and brought in guest speakers to dive in more deeply. Our phenomenal speakers included David Green, Kevin Jones, Dwight Wilson, George Scharffenberger, and many more. The readings were equally enagaging and included leading thinkers that ranged from Amartya Sen to Roger Riddell to Paul Collier.

We were astounded by the number of students interested in taking the class. We expected 20 students to show up and had 60 at the first class. Most rewarding of all, they kept coming back! By the end of the course, 110 students had come to at least one session. Each week the students came prepared and ready to engage. While about half came from the business school, students also came from public policy, public health, engineering, and the undergraduate program. They asked tough questions and had plenty of opinions which they openly shared.

Teaching this course was great! There is something very empowering about sharing ideas and learnings. There is also a heck of a lot of preparation that we had to put in to stay ahead of the students which finally forced us to read those books and articles that might have just stayed on the shelves. It also helped us gather our thoughts about social enterprise, about what works and what doesn't. Finally, teaching the class gave us the opportunity to spend time with a group of truly inspiring students at Berkeley. We both finished the class feeling ready to do it again next year!

One of our biggest takeaways outside of the content: The world of social entrepreneurship is changing rapidly and attracting lots of talent from a wide variety of disciplines. In fact, when we went to grad school (which for at least me was not that long ago) courses in this area were just beginning to emerge and there were few with practical field experience. That landscape is changing quickly with a proliferation of academic institutions offering classes and rapidly growing internship and employment opportunities. That is good news.]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry081029-233031 Etsy. I included a note with my order, mentioning that the set of pottery was meant as a gift and requesting that the pieces match. I immediately received a note from the potter assuring me that the pieces looked beautiful together and asking if I wanted her to send an accompanying card with the gift.

Dierdre, of Down to Earth Ceramics, has continued to provide me with incredible customer service. She refunded the difference between the shipping estimate and the actual shipping costs, she included a handwritten card with the gift, she checked in to ensure that the gift arrived on time and in tact, and sent me a handwritten note thanking me for my purchase.

My experience with Etsy and Down to Earth Ceramics has been so remarkable that I felt the need to mention it on my blog. It truly has been an example of fantastic service design. ]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry081017-120537 Social Capital Markets conference with a few lessons that I heard repeatedly.

- Models can scale if they are profitable - profitability drives scalability.

- The economic situation hasn't yet impact the social investing space or the philanthropic sector to the same extent that it has affected the private sector. Everyone is holding their breath to see if the impact is delayed or if this sector is protected from it.

- Metrics and transparency are necessary for investors to be able to compare deals. No one has really figured out how to measure social impact.

- Social enterprises are aiming for profits, but not profit maximization.

- Investing for impact or social investing is real and it's here to stay.

- Social investing is still done at a small scale. This is due to a number of reasons, but a big one is that there aren't enough deals to be made.

- There's lots of excitement about the growth of investing for impact and the industry feels like it's finally coming together to collaborate and raise all boats. ]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry081016-223538 NextBillion.net.

Fully admitting my bias here, I did think the Design in the Developing World panel at SoCap was an especially interesting conversation between a top-notch set of designers and practitioners. Caroline Balerin launched the panel with the question "What would it look like to design for the other 90%?" I fully expected the panelists, who have traditionally designed products, to respond with something about appropriately designed technologies. I was pleasantly surprised to hear each of them respond with the need to design not only the products, but the systems around them.

Paul Polak noted that the design of tools is trivial compared to designing how to mass market them. Tim Brown followed up with the need for us to design the distribution channels, supply chains and marketing strategies to ensure they get to market and scale. "Breakthrough innovation in the developing world is happening by designing systems." Kristen Peterson built on this with a story about how Inveneo started by designing hardware, but realizing that wasn’t enough, has moved to building partnerships with local entrepreneurs who can distribute the IT services.

The second point, which was made by Paul Hudnut, was the importance of empathy and the need to speak to your customers in a way that makes sense to them. In his example, the fuel efficient motorcycles that Envirofit designed are appealing to its customers because they are faster and cheaper to run, not because they have lower emissions.



A major point of Paul Polak’s during the panel and in his book, Out of Poverty, was that design for the other 90% needs to be about the "ruthless pursuit of affordability." If we can design for people who make less than $1/day, the tools will scale. It’s not enough to cosmetically change existing technologies, rather, they must be designed for the needs of the customers. Tim Brown talked about the need for rapid "just enough" prototyping and close collaboration with customers to ensure that designs are appropriate and useful.

A point which echoed what I had heard throughout the conference was the need to take a business approach to designing for the poor. By showing that profits are possible, big business will be encouraged to enter the market and will start designing for the other 90%. Paul Hudnut emphasized this and mentioned that he’s most proud of the large factory in China that is manufacturing Environfit’s clean burning stoves, which is making it possible for them to be priced affordably enough to sell 10,000/month. Tim Brown added that "all progress has happened because of profit drivers." Philanthropy doesn’t have the potential to make systemic change or scale happen, but business does.

Finally, the panelists all emphasized the need to build local capacity. Kristen Peterson mentioned that designing a local delivery channel for installation and repair of IT solutions will allow for scale. Paul Polak and Tim Brown both emphasized the need to teach innovation and design thinking at universities worldwide. Paul’s plan is to create 100 Stanford and MIT-like design courses at universities, 50 of them in the developing world and Tim hopes to see the creation of design schools in India and Africa.

"Scale" was a frequently-used buzzword at the conference and the question of how to get good ideas to scale is one that remains on the table. We are now seeing how design can address issues of scale. Whether it’s by designing appropriate products or services for the other 90%, by designing the systems around these products or services, or by teaching the design thinking approach to social entrepreneurs and students, design certainly has a contribution to make to this sector and truly has the potential to help good ideas scale and create deep and lasting impact.]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry081013-225150 Social Capital Markets conference at Fort Mason in San Francisco, I was inspired to put down some thoughts.

First, the number of attendees at the conference is truly overwhelming. The organizers expected 250 - 300 and saw 500 people today. Every room was packed and the excitement about the interest in this event was overflowing. Not only are there alot of people at the conference, there's a great group of people. I've seen so many familiar faces, people from VisionSpring, Acumen Fund, the Skoll World Forum, and the University of Michigan BoP conference. It's been so much fun catching up with professional friends who I run into at these types of events a couple times a year.

Second, in such a horrible economic situation, there is still a real sense of optimism about social investing. I'm not sure we know if this is because the affects of the markets just haven't been felt on this sector yet, or if social capital markets truly are insulated from the financial troubles. At a time when all conversations about the future sound fairly negative, it's nice to be in a place where people are hopeful and encouraged by the changes they're seeing.

I'm blogging for Nextbillion.net tomorrow about the Design in the Developing World panel and will post that here. In the meantime, check out the other posts from the conference bloggers.
]]> http://www.jocelynwyatt.com/blog/index.php?entry=entry080909-225835 online. ]]>