We want you to present a vision of how yourOpenIDEO Chapter will be impactful in yourlocal community. We also want you to lay outa timeline and tell us what success lookslike at the end of 3 months and at theend of 1 year.
Be creative! Feel free to express yourthoughts in the way it best represents you, your community and your cultural context.
OK then. Let’s begin with our cultural context.What do people think of when they thinkof London?
“Great! I think we have nailed mostof the stereotypes!”
Before thinking about success in three months, let’s reflect on what went right so far.Then we can think about what could be improved and think how long it will take to sort out.
Things that went right include:
•We have assembled a really good leadership team
•A passionate group of people are engaged
•We have defined roles for five teams
•We had a very successful Outpost Launch Event
So let’s look at a few launch photographs to remind ourselves of that feeling of success.
There was a great buzz and a diverse crowd.
New friendships were formed….
Some of the facts were quite daunting….
There were lighter moments too….
And a great community spirit….
Now let’s decide whatcreative medium to use.We took some photographsand used them for inspiration…
We could use the Underground as one of the icons of London…
This is awesome…
We must partner with the Mayor of London…
Hashtag #LondonIsOpen fits perfectly!
This gave usan idea too!
This is a reminder to partner with the universities in London.
Maybe we could do something arty…
Perhaps we could make a sculpture…
What medium of expression should we choose?
You might be thinking we chose stream of consciousness.
But we thought it would be better to use…
The medium of interpretive dance…
Then we thought of something much better…
We chose to use the medium of…
We chose to use the medium of intrigue
… well, we will let you know later!
But first we would like to tell you about our plans for a visioning workshop.
Planning theVisioning Workshop
Planning the visioning workshop
We planned to have the visioning event as soon as possible so that we could complete our assignment and move closer to becoming a Chapter.
We quickly realised how valuable the visioning event could be. To give people a proper chance of participating we would need to give them adequate notice.
So we decided to hold the visioning event in three weeks time.
We did not want to delay becoming a Chapter by three weeks so decided to produce this preliminary visioning report and submit it to OpenIDEO.
We will use the preliminary report as an input to the visioning workshop so the effort will not be wasted.
We used Thortspace, a novel 3D visual thought processor to develop the plan.
We hope the following screenshots will give you an insight into our thinking.
All the thoughts are placed on a sphere,so that a non-hierarchical representation isused.
Let’s make that a bit more accessible…
Other things to do at visioning event… 1
Share a simple version of our organisational structure [5 teams - each with 1 leader directing self-managed twigs focused on specific tasks]
Other things to do at visioning event… 2
Explain purpose and responsibilities of each team, allowing participants to decide how they'd like to be involved
Other things to do at visioning event… 3
Understand why participants want to be part of OpenIDEO London Outpost and their level of involvement
Other things to do at visioning event… 4
Define more appropriate name for volunteers and avoid the volunteer mindset
Orgs serving end users
The central sphere is linked to other spheres…
Taking all these sources together has givenus enough information to form a preliminaryvision and to form a view of what success lookslike in three months and twelve months.
First we need to consider the problem with business plans.
•They are all works of fiction
•especially for startups
•figures are plucked from the air
•and treated as truth
•which can be dangerous
•so why bother?
A vision is not a business plan. A visioning workshop has several benefits…
•It is the vision that inspires us to action
•Having a shared vision unites the community
•In unity is strength
•If you want to go fast, go alone. If you want to go far, go together.
- African proverb
We must take into account personal visions and the reasons people want to join the Chapter…
•To increase personal networks
•To make better use of existing networks
•To develop new ways of working together
•To share knowledge
•To learn more about Human Centred Design
•To learn more about the world
•To use corporate skills for social good
… and have fun in the process!
But most of all…
It is to have
Each team must play its part in ensuring that we are impactful in our local community:
•Community: Make impact part of the on-boarding process
•Design: Impact must be designed into each event as one of the outputs
•Partnerships: Partner with organisations that have the capacity to deliver impact
•Storytelling: Seek and publish material that inspires others to make a difference
•Strategy: A clear goal of strategy must be to increase impact
Specialists in teams have their role in ensuring that we are impactful in our local community:
•Researchers: Reviewing who is impactful and partnering with them.
•Head of Learning: Ensure that we are a learning organisation and continuously improving. Provide training on impact.
•Psychologist: Understanding what motivates people to make a difference.
•Subject Matter Experts: Ensure that there is a reality check to avoid working on solutions that will not work in the field.
Individually, we all have a role to play but it is only when we act together that we can maximise our impact.
Out of these considerations came the proposal that we should organise an event that focusses on impact.
If our event to celebrate becoming a Chapter focusses on impact it will be an excellent public statement of intent at the very start of the London Chapter.
Our current view of success in three months:
•Having strong and effective teams in place
•Having produced several successful events
•To be more proactive and less reactive
•To have written procedures to ensure smooth running of the most common processes
•A well-informed engaged community
•A growing set of partnerships
Our current view of success in three months:(continued)
•To engage with at least 5 stakeholders and identify opportunities for future actions
•Have a minimum of 30-50 introductions on Slack
•Have a minimum of 10 connections made via introduction threads (e.g. "Hi Kate, I'd love to connect about your work, etc.)
•Having a schedule of events for next 6 months
Our current view of success in twelve months:
•Still having strong and effective teams in place
•Having produced at least ten successful events
•To have written procedures for most processes (not just the common ones)
•A growing set of metrics (including KPIs and SLAs)
•Partnerships with most of the London Universities
Our current view of success in twelve months:(continued)
•Growing connections with other Chapters
•Contributing to the global OpenIDEO ecosystem
•Having real impact on at least one humanitarian issue
•Contributing to the OpenIDEO list of success stories
For any of that to happen, we need to becomea Chapter.
At the moment we feel as though we haveone arm tied behind our backs.
Which reminds me. We promised to tell youwhy we chose the medium of intrigue.
We hope that you will be as intrigued as we areto find out what happens when we are unleashed.