1. Scaling up Development
Learning Innovations and the Open Learning Campus

2. Scaling up Developmentby
Dr. Zeena Johar
Ashoka Fellow 2013 | Aspen Fellow 2014 | Yale World Fellow 2015

3. Objective Our story Key lessons to scaling an enterprise
Identifying a problem
Hypothesizing a solution
Scaling the solution
Key lessons to scaling an enterprise
Congruence Model (Strategy vs. Execution)
Managing Culture
Supply vs. Demand (Marketing)

4. Objective Our story Key lessons to scaling an enterprise
Identifying a problem
Hypothesizing a solution
Scaling the solution
Key lessons to scaling an enterprise
Congruence Model (Strategy vs. Execution)
Managing Culture
Supply vs. Demand (Marketing)

5. ! ! The Indian Reality! 1.2 Million 80% 400,000 30% World Capital!
Doctors
We have …
We need.. !
80%
Hospitals
30%
Urban Indian Population
Medical Infrastructure in Urban India
Diabetes
Cervical Cancer
RTA
World Capital!

6. Technology enabled (Android Phones + HMIS)
Our five innovations
Leveraging 700,000 Indian medicine physicians
Bridge Training Program
100+ standardized clinical protocols
Technology enabled (Android Phones + HMIS)
Proprietary Community Engagement Model

7. 8 years | 10 Rural Clinics | 75,000 patient visits

8. Objective Our story Key lessons to scaling an enterprise
Identifying a problem
Hypothesizing a solution
Scaling the solution
Key lessons to scaling an enterprise
Congruence Model (Strategy vs. Execution)
Managing Culture
Supply vs. Demand (Marketing)

10. Change
Adaptability

11. Stages of Growth

12. Within an organization
Markets and Innovation
Dynamic Conservatism: As an organization you do everything, not to change.
Explore (Newer Business Avenues) Exploit (potential of a company)
New Customer / Market
Moving away from conventional organizations to start-ups that redefine the market
Clayton Christensen’s Disruptive Innovation
Customer / Market Segment
Within an organization
Existing Customer / Market
Incremental
Architectural
Discontinuous
INNOVATION

13. Competitive Business Strategy
Internal Activities
A strategy is an integrated set of choices which positions a firm in an industry so as to generate superior financial returns over the long run.
External Environment
Competitive Dynamics

14. Business Strategy vs. Operating System

15. Congruence Model Strategy Structure* Work People Culture Performance
Hardware
Tasks
Interdependencies
Linking Capabilities
Software
Operating Values
Norms
* Structure: Transitioning from a Business Strategy to an Operating Model

16. Building Blocks of an Organization
Leadership
Strategy
Execution
Core Values

17. Innovation & Organizational Effectiveness: Learning Model
Leadership
Strategy
Execution
Marketplace Insights
Talent
Market Results
Strategic Intent
Business Design
Critical Tasks
Inter-dependencies
Formal Organization
Innovation Focus
Culture
Gap
Values
Performance
Opportunity
Strategic Insight
Strategic Execution

19. Creating Value Capturing Value Sustaining Value
Supply side interventions
Technology enriched solutions
Addressing a specific customer need – access, affordability etc.
Marketing product to target audience (Customer Awareness)
Facilitating purchase
Customer Satisfaction
Product support, and follow-up
Business model innovation to continuously meet customer needs

21. Marketing Strategy
Innovation
New Product
Marketing Plan

22. Logic for Marketing Systems
Collaborators
Shared interests
Competitors
Vulnerabilities
Company’s
Core Competency
What value do we create?
Customers
Unmet or latent needs
Position
How do we capture a share of the value?
Segment Market into Groups
Select a Target Market
- Product
- Price
- Placement
- Promotion

23. Managing teams & Organization Culture

24. Reciprocal / Collaborative
Modular / Pooled
Sequential
Reciprocal / Collaborative

25. Where does culture come from?
Values
Norms
Behavior
Culture
Where does culture come from?
Promotion
Training
Selection
Orientation
Senior Leadership
Words
Action
Consistency
Symbolic Actions
Rewards
Vivid Examples
Involvement

26. Strong Culture Rule Book Weak Culture
Informal Learning
Rule Book
Weak Culture
Formal Learning
Strong culture is a Gigantic Source of Competitive Advantage (Bureaucratic Control vs. Social Control)
** Nodes within Social Networks in an organization determine the underlying power dynamics within an Organization.

27. Organizational Fit (Culture) vs. Performance
Move & Train
Promote
High
Performance
Insolate & Fire
Manage with Courage
Low
Low
High
Organization fit with Culture & Values

28. Managing Innovation along with Scale

29. An Ambidextrous Organization

30. ….Managing Multiple Streams of Innovation
Operational Focus
Efficiency
Better Process
Small Changes
Today
Tactics
Operational Metrics
Innovation Focus
Experimentation
Lots of failure
Big Changes
The Future
Strategy
Milestones
The challenge is not ONE culture, but multiple cultures and multiple structures with different processes, values, and performance metrics.

31. Fiduciary Responsibilities - Leadership
Duty of care: Diligence in decision making; taking actions, exercising oversight for the benefit of the corporation and its shareholders.
Duty of loyalty: Forbearance from pursuing personal interests at the expense of the corporation or its shareholders.
Duty of candor: Accurate and timely disclosure of material information relevant to the affairs of the corporation and its shareholders.
* Candor: the quality of being open and honest in expression; frankness.

32. Key Lessons
Clearly identify & quantify the problem (need!) & customer segment
Build a coherent & cohesive business strategy
Clearly translate business strategy into executable goals
Build laser sharp focus on the business model & Unit Economics
Identify & map competencies of core team to key business values & goals (Performance Management System), including measurable social impact indicators
Pilot key interventions to gain market insight before mainstreaming for scale
Spend time understanding the customer, develop exclusive focus on ‘demand stimulation’
Be adaptable & agile towards evolving customer needs
Explore both organic & in-organic growth options (partnerships, Joint Ventures)
Most importantly – Believe in your mission & social impact. Embrace challenges with grace & humility!

33. Thank-You! Dr. Zeena Johar Email: zeena.johar@gmail.com