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Pro-Bono Project November 2015

Paul M
June 22, 2021
170

Pro-Bono Project November 2015

Paul M

June 22, 2021
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Transcript

  1. Aligning for the future

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  2. Objectives
    Context
    • Carolyn and Paul had initial discussion in 2014 about using the Good Ones model
    to work with corporations (specifically @ BCG) to improve corporate cultures,
    break down silos and create powerful connections. Following up in 2015, Paul
    was still passionate about helping them figure this out. This project was outlined
    to help the Good Ones team understand their future direction and positioning
    Objectives
    • Define Good Ones core strengths and capabilities
    • Identify options for moving forward
    • Identify opportunities for improvement
    • Begin to develop clear internal and external messaging

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  3. Key Themes
    • Good Ones resonates strongly
    with “customers”
    • Extreme (good) focus on individual
    connections
    • Passionate Good Ones team &
    Founders
    • Deliver on mission to create
    meaningful connections
    • Very strong understanding of what
    Good Ones creates
    Strengths
    • Confusion about What Good Ones
    as an organization is and the
    direction it is headed
    • Clearer understanding of how to
    transition organization and
    deciding which path to take
    • Prioritizing on next steps
    Development Opportunities

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  4. What you do…

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  5. Very clear that what you do is Connect People
    What do they do?
    • “They are really good at connecting people”
    • “They are good connectors”
    • “Collect and connect fascinating people”
    • “Collect people that create synergy”
    • “Connecting people in organic ways for love, friendship and work”

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  6. Three key themes emerged
    Connect and create relationships
    • “Bridge connections while catalyzing friendships”
    • “Business, love, friendships”
    • “Break down barriers”
    An Open and Creative community
    • “Enable people to showcase and be open about their greatest talents”
    • “Build great communities with brightest”
    • “Enable people to stay in their #1 cities”
    • “Create amazing environments”
    Elevate people to new heights
    • Tell stories of brands, people and venues (people, place and things)

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  7. Some key themes emerged about what you do…
    An Open and Creative
    community
    • “Enable people to
    showcase and be open
    about their greatest
    talents”
    • “Build great
    communities with
    brightest”
    • “Enable people to stay
    in their #1 cities”
    • “Create amazing
    environments”
    What How Impact
    Connect and create
    relationships
    • “Bridge connections
    while catalyzing
    friendships”
    • “Business, love,
    friendships”
    • “Break down barriers”
    Elevate people to new
    heights
    • Tell stories of brands,
    people and venues
    (people, place and
    things)
    • Connections beyond
    events that add value to
    communities

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  8. However, understanding of organization is NOT clear
    Many different messages
    • “a social impact company with a global mission to affect change.”
    • “It is trying to be the tangible version of facebook”
    • “Our mission is to be offline connectors in a world that is preocupied with technology”
    • “The Good Ones is a live platform that designs & delivers social networks. Our events are
    high in personal touch and customer service, resulting in live-interactions that lead to
    social network cultivation. Our services support the full life cycle of building a social
    network for the purpose of business, fundraising, romance and friendship”
    • “The Good Ones is focused on helping metropolitans, construct and maintain their social
    networks. Led by connectors and entrepreneurs, our Membership monetizes traditional
    networking, by scaling the delivery of relevant introductions. In beta mode, we are
    offering parties with three flexible payment options. Our pricing model was designed to
    easily transfer to three subsequent verticals: corporate, residential and academic.”
    • “We want to support non-profit charities”
    • “We are a pro-bono Marketing service”

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  9. This confusion can be seen in online messaging
    We are intrinsically invested in helping people build their social circles in an organic way. The Good Ones
    positions people to enjoy an environment where the focus shifts from technology -- to live, human
    interaction. Our community inspires ideas.
    Our curated events and house parties are designed to spark conversations that lead to lasting
    relationships. From fitness and fashion, to the arts and venue exploration, we look forward to meeting
    you. It's time for something new.
    For business, love and friendship. Our curated events & house parties are designed to spark
    conversations, that lead to lasting relationships. Private Membership includes access to three (3) social
    experiences each month.
    Website

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  10. Website emphasizes different things

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  11. How you do it…

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  12. Core Process is very clear for current business model
    Boston
    Community Vetting
    Process
    “Good Ones”
    Value
    Creation
    Secret
    Sauce
    =

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  13. Very clear need internally
    Boston
    Community Vetting
    Process
    “Good Ones”
    Value
    Creation
    Secret
    Sauce
    =
    “Imagine someone who
    does not have great
    friends, they do not have
    someone to talk to about
    their boring jobs”
    Our members face these challenges:
    1. Identifying who is relevant to them
    2. Scheduling meet-ups
    3. Developing and maintaining each relationship in a way
    that is enjoyable, productive, and mindful of life's

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  14. But given the potential shift in business model, others
    are confused
    Boston
    Community Vetting
    Process
    “Good Ones”
    Value
    Creation
    Secret
    Sauce
    =
    “Why are they doing these parties?”
    “Not sure if they are solving or have identified a critical need”

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  15. Getting to the “Good Ones” is relatively straightforward
    Boston
    Community Vetting
    Process
    “Good Ones”
    Value
    Creation
    =
    Secret
    Sauce
    The core team understands the type of people that make up the “Good
    Ones” and there is a defined process for screening and accepting people

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  16. The “Secret Sauce” is less well defined
    Boston
    Community Vetting
    Process
    “Good Ones”
    “Carolyn talks about their
    secret sauce…but I’m not
    sure what it is?”
    Value
    Creation
    Secret
    Sauce
    =
    => Currently developing
    standardized psychological
    test and screening

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  17. Rely on a number of key enablers to create incredible
    experiences
    Boston
    Community Vetting
    Process
    “Good Ones”
    Value
    Creation
    Secret
    Sauce
    =
    • Getting things at no cost
    • Getting the right people in a room
    • Connecting diverse and influential
    people
    • Breaking down barriers
    Many things enable them to
    deliver on incredible experiences
    Key Question: Are you spending the right amount of time on the “enablers”?

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  18. Many potential elements of the “secret sauce” – but still
    potential to define it…
    • Quality of people
    • Social engineering at events
    • A lot of care and time put into cultivating the “right connections”
    • Technology
    • Developing technology platform and app
    • Psychology driven data assessment
    • “The Good Ones is focused on developing a Social Webbing AlgorithmTM that includes over
    20 variables (ontologies) relevant to producing a cohesive, innovative, and diverse social
    environment.”
    • “Development and launch of our home-grown Personality SnapShot survey system, that will
    pull real time data from our members to supplement information drawn from LinkedIn and
    Facebook”

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  19. Externally, the “matrix” resonates
    “The Matrix is special, but they haven’t branded
    it marketed it and put it on the shelf”

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  20. You are creating a lot of value for people
    Boston
    Community Vetting
    Process
    “Good Ones”
    Value
    Creation
    Secret
    Sauce
    =

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  21. But it is happening beyond your events.
    Value
    Creation
    “I should be paying them much more than I do”
    “The real value is after the event”
    “I made some real friends that I still hang out
    with”
    How to capture this value?

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  22. Key Questions for reflection
    Boston
    Community Vetting
    Process
    “Good Ones”
    Value
    Creation
    Secret
    Sauce
    =
    What critical
    problem are
    we solving?
    How do we
    make this as
    efficient as
    possible?
    What does the
    ideal “Good
    Ones”
    community
    look like (size,
    location,
    experience,
    price point)?
    What is the
    experience we
    are delivering
    and what
    makes it
    special or
    scalable?
    How do we
    better capture
    the value we
    are already
    creating and
    continue to
    add value to
    the
    community?

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  23. Building an Organization

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  24. Strength is connecting people, not building organization

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  25. “What is holding them back?” – A non-scientific
    breakdown of challenges to reflect on…
    Really good at what you currently do
    • “I think they are having too much fun, there is not enough pain”
    • “Great at what they do”
    Hard to transition to a new type of organization?
    • “Don't see it as a services organization, see it as a sales organization”
    • On business: “They don’t have experience facilitating events, they can host the
    event. Hard to translate to organizational learning – a different skill
    Focus
    • “#1 Issue – scaling”
    • “Wants to do everything. Needs to pick a lane”

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  26. You have stated many different goals, but which one is
    the top priority?
    Various stated goals (website, interviews and documents)
    • “Increasing membership and scaling quality without losing skill”
    • “Good Ones is focused on generating revenue to improve technology and expand
    our team.”
    • Short term growth will be contingent on attracting top “connectors”, who will
    advocate for our brand and apply their talents to be impactful.”
    • “Having served over 3,000 individuals in Boston, we are focused on expansion to
    20,000 members over the next two years.”
    • “We want to work with organizations to help them break down barriers and
    create a better workplace”

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  27. You have aspirations to deliver value to many groups
    Different focuses require different organizations
    • Build technology platform
    • Add value to current members and recruit more
    • Deliver Services
    • Businesses
    • Residential
    • Colleges/Universities
    • Sales & Events Organization
    • Current events model
    • Charities? Add value to high profile events

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  28. Different constituents require different capabilities
    Goal: Grow memberships
    and develop core processes
    that can scale in different
    markets
    Capabilities Required:
    • Building technology
    platform
    • Scalable internal processes
    • Defined
    Sales
    Goal: Add incremental value
    to organizations to deliver
    on their unique mission or
    goals
    Capabilities Required
    • Organizational learning
    • Business relationships
    • Business sales approach
    and impact ($$) focused
    pitces
    Service
    Goal: Scalable technology
    platform that adds value and
    makes core processes more
    efficient
    Capabilities Required
    • Continuous improvement of
    technology aligned with
    learning
    • Talented technology talent
    ($$)
    Technology

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  29. How to get there – Option 1
    1. Scale current business
    • Define process for membership growth
    • Align on right pricing model
    • Get technology right
    • Scale and focus 100% on growth
    Metrics
    • # of members
    • Member satisfaction (core
    strength)
    • Revenue growth
    _
    + • Build on successes building this
    business
    • Profitable growth with enable other
    potential investment opportunities
    • Not able to deliver on other options
    immediately
    • May be hard to shift organizational
    strategy once aligned around
    membership growth

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  30. How to get there – Option 2
    _
    + • Use current platform to fund pro-bono
    or no risk experiments aligned around
    learning and testing of new business
    direction
    • Low-risk way to test and experiment
    and align for future growth
    • May not be able to devote adequate
    resources to new ventures while also
    growing core model at the same time
    2. Scale current business
    • Define process for membership growth
    • Align on right pricing model
    • Get technology right
    • Scale and focus 100% on growth
    • Pilot experiments testing new business
    model in business, residential, schools
    Metrics
    • # of members
    • Member satisfaction (core
    strength)
    • Revenue growth
    • Metrics to assess learning (Lean
    startup approach)

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  31. How to get there – Option 3
    3. “Automate” party events and shift focus
    • Standardize business operations
    • Identify one focus (business,
    residential, etc..) and dedicate 50%+
    time on understanding the model and
    building that business
    Metrics
    • Impact to clients
    • Revenue potential
    • Speed of learning
    _
    + • Clear focus on delivering value to
    EXTERNAL organizations rather than
    building out Good Ones community
    • Will be able to learn very fast
    • Potentially much higher revenue
    potential
    • May not have the right organizational
    capabilities to quickly shift to new type
    of delivery model
    • Level of talent needed hard to find
    • High-risk – may lose focus on core
    membership platform and not be able
    to continue to grow

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  32. This is a moment of inflection – need to ask some hard
    questions?
    1. Why do you want to move to delivering services to businesses,
    residential communities, universities?
    2. How are you measuring your learning from experimenting with the
    new business model?
    3. What specific outcome of pilots with new business model would
    give us the information about moving forward/not moving forward?
    4. What capabilities do we need to add to get to where we want to go?

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  33. Benchmarking

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  34. IVY is a great organization to learn from on messaging
    While IVY has a very different core value…
    • Not focused on individual connections (figure it out later
    mentality)
    • Scaling globally, add services later
    …they have done a good job of developing a consistent
    message
    Source: IVY.com

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  35. IVY has very clear messaging
    IVY fuels inspiration, ignites minds, and sparks world-changing
    collaborations.
    BELIEFS & MISSION
    • We believe everyone has limitless potential. Our mission is to
    trigger transformative ideas and collaborations that lead to
    unprecedented human unity, progress, and fulfillment. Through
    meaningful experiences with inspiring individuals, IVY provides a
    lifelong supply of new friendships, opportunities, and ideas.
    VISION
    • Our vision is to build the world's most impactful community across
    50 global cities, and unite everyone who is passionate about
    creating a better world.
    Source: IVY.com

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  36. …and a clear process
    HOW IT WORKS
    • IVY is the world's first Social University, created to unite thoughtful
    individuals through a lifetime of new inspiration and connections. Our
    curriculum is focused on Arts, Entrepreneurship, Policy, Well-being, and
    Social Impact. Every month, IVY members are invited to a wide variety of
    IVY Gatherings that include salon discussions with distinguished thought-
    leaders, art nights, cocktail and dinner parties, film screenings, theater
    and symphony performances, fitness and wellness activities, and
    getaways. IVY.com provides a dedicated portal for our members to engage
    with our community, and IVY Magazine showcases the most compelling
    stories from our members and thought-leaders.
    • All prospective members are interviewed one-on-one prior to joining, and
    they commit to supporting each other's endeavors to the best of their
    abilities. Everything we do is highly social, intellectually stimulating,
    culturally enriching, and professionally rewarding. Our mission is to spark
    unprecedented human unity, progress, and fulfillment.
    Source: IVY.com

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  37. Transparent Criteria allows for self-selection
    People
    • IVY unites talented, energetic,
    and intellectually curious
    individuals who are driven by a
    fundamental desire to make a
    positive and lasting impact on
    their communities. Our
    members represent a diverse
    range of industries,
    backgrounds, and interests, but
    share a distinctly innovative and
    collaborative spirit
    Source: IVY.com

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  38. Potential Exercise

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  39. 1. Define your customer
    Who is your
    customer?

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  40. 2. What is the core need?
    What is the one thing
    you want to solve for
    your customer?

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  41. 3. What beliefs do you hold true that uniquely position
    you to solve this problem?
    What makes your
    organization unique or
    special?

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  42. 4. How does Good Ones deliver on solving that core
    need?
    _______________
    What does the process look
    like?

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  43. 5. How will you know if you are successful?
    (What is the measure of success?)
    _______________
    What is the measure of
    success?

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  44. 6. What does success look like?
    _______________
    What does success look
    like to your customer?
    _______________
    What does success look like
    for your organization?

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  45. 7. What are the three priorities for Good ones in the next
    six months?
    _______________
    _______________
    _______________
    1
    2
    3
    _______________
    _______________
    _______________
    How to measure:
    Priorities

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  46. 8. Aligning personal goals…
    Carolyn = ___________
    Jennifer = ___________
    IVA = ___________
    What is the one
    thing I need to make
    sure happens no
    matter what in the
    next six months

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