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Primary link:
Core Practices:
- Integrate social stakeholders into mainstream markets.
- Integrate market players into social sector.
- Increase interaction and dependence among all stakeholder groups.
- Influence market player behaviors.
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Tertiary link:
Synergies:
- Use stakeholders as resources.
- Seek resources that facilitate or enhance stakeholder engagement.
- Become part of the mainstream market.
Tensions:
- Stay away from resources that hinder stakeholder engagement.
- One-size-fits-all resource requirements hinder access to poorer clients.
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Quaternary link:
Synergies:
- Use market research to further understand root causes of social problem.
- Develop technology appropriate to social context.
- Develop processes that support the use of sustainable resources.
Tensions:
- One-size-fits-all technology can limit access to harder-to-reach clients.
- Risk of falling for the innovation smokescreen (“new is better”).
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Secondary link:
Synergies:
- Change perceptions about who the stakeholders are.
- Engage mainstream market channels to blur the lines between stakeholder groups.
- Use social marketing techniques to counter damaging marketing messages.
Tensions:
- Excessive use of business jargon might alienate your core stakeholders
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Tertiary link:
Synergies:
- Capture stakeholders' spending power.
- Engage donors in a longer-term investment approach.
- Use stakeholders to diversify human resources.
Tensions:
- Be mindful that increased integration might forfeit traditional fundraising channels.
- Engaging in market mechanisms means less time for traditional fundraising.
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Primary link:
Core Practices:
- Retain market wealth-creation at the source.
- Turn social challenges into wealth-creation opportunities.
- Make resources more scalable and renewable.
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Secondary link:
Synergies:
- Use market research to improve knowledge of resource availability.
- Develop appropriate technology to manage resources renewably.
- Research the potential of less coveted/more available resources.
Tensions:
- Be wary of over promising and under delivering.
- Research requires upfront investments and associated financial risks.
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Quaternary link:
Synergies:
- Promote a culture of self-worth among social clients.
- Be honest about successes and failures when promoting risk-taking.
Tensions:
- New business culture might cause the loss of existing human resources.
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Quaternary link:
Synergies:
- Leverage stakeholders’ knowledge and skills by promoting the concept of “user-led innovation”.
Tensions:
- Increasing stakeholder engagement required accepting slower stakeholder-driven trial and error processes.
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Secondary link:
Synergies:
- Mobilize resources that directly support knowledge development.
- Use valuation techniques to account for the hidden costs of resources.
Tensions:
- Those not wanting to support development costs are not suited for innovation.
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Primary link:
Core Practices:
- Development of appropriate technology.
- Conduct a down-market needs analysis.
- Develop more efficient supply chain models.
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Tertiary link:
Synergies:
- Promote work ethic among social clients and internal stakeholders.
- Promote a mindset in support of knowledge sharing.
Tensions:
- Be mindful of the fact that promoting a more competitive business attitude might impede efforts to promote knowledge sharing.
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Secondary link:
Synergies:
- Engage stakeholders in devising a coherent shared value system.
- Use stakeholder choice as an adaptability mechanism.
- Use a distributed approach that support grassroots innovation.
Tensions:
- Be mindful not to create a culture in which traditional social work is seen as a dead-end, undermining social staff morale.
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Quaternary link:
Synergies:
- Take into consideration the inherently restricted nature of particular resources.
- Increase your focus on client needs instead of funder needs.
Tensions:
- Be aware that increased requirements for financial returns might have a counter-effect on building a more flexible culture.
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Tertiary link:
Synergies:
- Conduct ongoing market research to inform responses to emerging trends and opportunities.
- Use business performance monitoring and information management practices to improve risk analysis and implementation strategies.
Tensions:
- Be aware that temporary setbacks and risks inherent to the “trial and error” process central to research and innovation will trigger pressure to come back to a low-risk, more predicable charity mindset.
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Primary link:
Core Practices:
- Encourage a more competitive organizational environment to increase watchfulness and reduce resistance to change.
- Implement results-oriented, decentralized management practices to support creativity and initiative.
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