Conjunct Consulting 101 Slides

1. CONFIDENTIAL
101 Training Week 1
Social Sector Overview, Conjunct Consulting
and Frameworks

2. CONFIDENTIAL 2
Great applicants solve problems, align with
values and communicate well
2
Project
Value
Problem-solving
•Focus on impact
•Structure issues
•Generate solutions
Team
performance
Alignment
•Collaborate well
•Integrate values
•Leverage strengths
Client
Partnership
Communication
•Serve with passion
•Speak with clarity
•Display confidence
Source: Conjunct Consulting Materials

3. CONFIDENTIAL 3
2A
2B
1A
1B
Problem-solving is a non-linear and iterative
process based on fundamental skills
3
Issue A
Tactics
Impact
1
2
3 4
5
6 7
X vs. Y
Recommend
101. Social Sector Overview,
Conjunct Consulting & Frameworks
102. Problem Definition, Issue Identification &
Hypothesis Testing Methodology
103. Research Planning, Data Gathering & Collation
107. Communications106. Recommendations
Development & Client Enablement
105. Solution Formulation & Mapping104. Analysis & Modeling
Strategy
Client
SecondaryPrimary
External
Client
literature
Client surveys
Client interviews
Benchmarking
External
sources
Surveys
Interviews
Strategy
1B
2A
2B
3A
3B
3A
3B
Benefits Feasibility
Benefits
Feasibility
Sub issue 1
Sub issue 2
Issue B Framework 3
Research Plan 1
Research Plan 2
Research Plan 4
Research Plan 3
Hypo 1
Hypo 2
Hypo 4
Hypo 3
Model
A
Model
B
Hypo 4
Hypo 1
Hypo 2
Hypo 3
Sub 1
Sub 2
Sub 3
M
H
L
M
H
L
M
H
M
Source: Conjunct Consulting Methodology
Current
situationVision
1A

4. CONFIDENTIAL 4
These are today’s key learning objectives
4
Learn
• Social sector in Singapore
• Elements of Theory of Change
• Projects vs. cases differences
• Frameworks for effective issue analysis
Integrate
• Understanding of the social sector
• Organisation’s Theory of Change

5. CONFIDENTIAL
Agenda
• What is the social
sector
• Projects vs. Cases
• High level overview
of frameworks
• Conclusion
• Appendix
5

6. CONFIDENTIAL 6
The social sector ecosystem has many
players, inputs and outputs
Source: Conjunct Consulting Partner

7. CONFIDENTIAL 7
There is significant growth in Singapore’s
social sector
Source: Commissioner of Charities Releases 2007-2011 Annual Report, Social Enterprise Enterprise
Directory, TODAY: New ministry to provide better support for social enterprises, 11th August 2012
Key insights
• Number of charities
and social enterprises
have been growing for
the past 6 years
• Number of social
enterprises have been
growing quickly, rising
from 80 in 2011 to 170
in 2012
• Increased volunteerism
and donations by the
public population
0
500
1000
1500
2000
2500
2007 2008 2009 2010 2011 2012
Number of Registered Charities and
Social Enterprises
Registered charities by
charitable purposes
Social enterprises

8. CONFIDENTIAL
Nonprofits and Social Enterprises may take
various legal forms
8
• Nonprofits must
be incorporated as
a CLG, society or
Trust
• Social Enterprises
are not limited to
these structures
due to lack of
legal definition in
Singapore
Company
Limited by
Guarantee
Society Trust
Charity
Institute of
Public Character

9. CONFIDENTIAL 9
Inputs Outputs
Nonprofits and Social Enterprises differ from
business enterprises in inputs and outputs
9
Resources Social
enterprises Social change + Profits
Resources Businesses Profits
Contributions NPOs Social Change
Source: Starting a Social Enterprise in Singapore: The Essential Toolkit

10. CONFIDENTIAL 10
Activity: Understanding the social sector
Watch video: The
Girl Effect
10

11. CONFIDENTIAL 1111

12. CONFIDENTIAL
The theory of change maps organisational
purpose, activities and alignment
Ecosystem
Problem /Need Intended Impact Activities/Program Outputs Outcomes
(mid-term)
Impact
(long-term)
Populations Strategies Outcomes
L
e
v
e
r
s
Ecosystem
12
Source: Government of Ontario Canada. Evaluation Toolkit,
http://www. reddi.gov.on.ca/track_readlogicmodel.htm

13. CONFIDENTIAL
Theory of Change defines all the building
blocks required to bring about success
Theory of Change
• Requires clarity of long term goals
• Identifies measurable indicators of success
• Formulates actions to achieve goals
Key characteristics to consider
• Plausible
• Stakeholders believe the logic of the model is correct: if we do these
things, we will get the results we want and expect
• Doable
• Resources are seen as sufficient for implementation
• Testable
• Stakeholders believe there are credible ways to ascertain the results
• Meaningful
• Stakeholders see the outcomes as important and the magnitude of change in
these outcomes being pursued as worth the effort
Source: Theory of Change Community,
http://www.theoryofchange.org/about/what-is-theory-of-change/
13

14. CONFIDENTIAL 14
The problem refers to the social need the
organisation addresses or is addressing
Source: Theory of Change Tool : Manual (Full Version)
• Not necessarily what
people need
• Can include current
circumstances which have
room for improvement
• States the situation or
circumstances that can
and should be improved
upon
Problem/ Need

15. CONFIDENTIAL 15
Objectives encompass the various goals of the
organisation and aid strategic planning
15
• Who are the people
your organisation is
targeting with its
actions?
• What will the
impact on them be?
Intended
impact
Source: Theory of Change Tool : Manual (Full Version)

16. CONFIDENTIAL 16
Ecosystem refers to our partners as well as
the environment in which we operate
• Related organisations: Key
differentiation and
potential partners
• Related issues: What else
needs to be done or
addressed for your client
population to succeed?
• Macro-environment in
which we are situated
Ecosystem
Source: Theory of Change Tool : Manual (Full Version)

17. CONFIDENTIAL 17
Our strategies translate into activities and
programs used to create social change
• What you use to get the
impact you are after
• The way in which the
organisation intervenes to
address the problem or need
• Common mistake: Skipping
from problem straight to
activities, so there is
significant room for review
or improvement
Activities/ Programmes
Source: Theory of Change Tool : Manual (Full Version)

18. CONFIDENTIAL 18
Outputs, outcomes and impact are the
results of your organisation's activities
Source: Theory of Change Tool : Manual (Full Version)
• The way a program is delivered.
• The degree to which it is delivered.
• The person(s) or thing(s) to which it is delivered.
Outputs
•To what degree does the intervention have the
intended effect on its intended participants?
Outcomes
• To what degree do the intended outcome changes
result in intended changes in the overall problem?
• System
• Condition
• Situation
Impact

19. CONFIDENTIAL 19
Activity: Understanding the social sector
Fill up TOC: Why does the Org do what it does?
& Presentation
Send to huijie.lim.2011@economics.smu.edu.sg
By 2100hrs
19

20. CONFIDENTIAL 20
The problem refers to the social need the
organisation addresses or is addressing
Source: Theory of Change Tool : Manual (Full Version)
• Not necessarily what
people need
• Can include current
circumstances which have
room for improvement
• States the situation or
circumstances that can
and should be improved
upon
Problem/ Need
Female victims
of domestic
abuse need long-
term, livable
wage
employment
opportunities
Sample

21. CONFIDENTIAL 21
Objectives encompass the various goals of the
organisation and aid strategic planning
21
• Who are the people
your organisation is
targeting with its
actions?
• What will the
impact on them be?
Intended
impact
Long-term
employment at
livable wage
for domestic
violence
survivors
Source: Theory of Change Tool : Manual (Full Version)
Sample

22. CONFIDENTIAL 22
Ecosystem refers to our partners as well as
the environment in which we operate
• Related organisations: Key
differentiation and
potential partners
• Related issues: What else
needs to be done or
addressed for your client
population to succeed?
• Macro-environment in
which we are situated
Ecosystem
Related organisations:
Government agencies
and affiliates
Related issues:
Collaboration between
social service
provider, nonprofit
employment-training
center and a non-profit
shelter for female
domestic violence
victims
Source: Theory of Change Tool : Manual (Full Version)
Sample

23. CONFIDENTIAL 23
Our strategies translate into activities and
programs used to create social change
• What you use to get the
impact you are after
• The way in which the
organisation intervenes to
address the problem or need
• Common mistake: Skipping
from problem straight to
activities, so there is
significant room for review
or improvement
Activities/ Programmes
1. Outreach campaign
2. Screening
3. Set up counseling sessions
4. Help provided for short-
term crises
5. Conduct classes
6. Identify potential
employers
7.Match women to internships
and/or permanent jobs
Source: Theory of Change Tool : Manual (Full Version)
Sample

24. CONFIDENTIAL 24
Outputs, outcomes and impact are the
results of your organisation's activities
1. Number of women counselled and
trained
2. Number of women employed after the
programme
3. Average wage earned and employment
duration
1. More financially independent former
survivors of domestic abuse
2. Greater normalcy/social readaptation
1. Long-term employment at a livable wage
for domestic violence survivors
2. Survivors have marketable skills in non-
traditional jobs
Source: Theory of Change Tool : Manual (Full Version)
Sample
• The way a program is delivered.
• The degree to which it is delivered.
• The person(s) or thing(s) to which it is delivered.
Outputs
•To what degree does the intervention have the
intended effect on its intended participants?
Outcomes
• To what degree do the intended outcome changes
result in intended changes in the overall problem?
• System
• Condition
• Situation
Impact

25. CONFIDENTIAL 25
Sample: Theory of Change for Project
Superwoman
Problem /Need Intended Impact Activities/Program Outputs Outcomes
(mid-term)
Impact
(long-term)
Female victims
of domestic
abuse need
long-term,
livable wage
employment
opportunities
Long-Term
Employment at
Livable
Wage for Domestic
Violence
Survivors
Government
agencies and
affiliates
Collaboration
between social
service
provider, nonprofit
employment-
training center
and a non-profit
shelter for female
domestic
violence victims
1. Outreach
campaign
2. Screening
3. Set up
counseling sessions
4. Help provided
for short-term
crises
5. Conduct classes
6. Identify
potential
employers
7. Match women to
internships and/or
permanent jobs
Number of
women
counselled
and trained
Number of
women
employed
after the
programme
Average wage
earned and
employment
duration
Greater
normalcy/social
readaptation
More financially
independent
former survivors
of domestic
abuse
Long-term
employment at
a livable wage
for domestic
violence
survivors
Survivors have
marketable
skills in non-
traditional jobs
Populations Strategies Outcomes
L
e
v
e
r
s
Ecosystem
Source: Guided example: Project Superwoman

26. CONFIDENTIAL
Agenda
• What is the social
sector
• Projects vs. Cases
• High level overview
of frameworks
• Conclusion
• Appendix
26

27. CONFIDENTIAL 27
Projects are complex situations involving
dynamic information, clients and teams
27
Source: Wicked problems in project
definition, http://www.leanconstruction.org/pdf/WickedProblemsinProjectDefinitionIGLC10.p
df
Dynamic
information and
environment
Clients
Teams

28. CONFIDENTIAL 28
Cases are static write-ups based on
challenges faced in real projects
28Source: Interactive Case, http://www.bcg.com/join_bcg/interactive_case/default.aspx
Cases Projects
Information Involves summary of
background information,
several key issues,
competitive landscapes,
problem statements
Involves extensive
information on Partner’s
background information
and statistics of
organisation
Time duration Range between hours to
days
Range between weeks to
months
Process Allows less extensive
planning and research as
snapshot of pre-
gathered data is
provided
Allows more
comprehensive planning
and dynamic data must
be continuously
gathered

29. CONFIDENTIAL
Agenda
• What is the social
sector
• Projects vs. Cases
• High level overview
of frameworks
• Conclusion
• Appendix
29

30. CONFIDENTIAL
Frameworks are pre-defined issue
identification shortcuts for issue analysis
30
• Determines competitiveness and attractiveness of
marketPorter’s 5 forces
• Evaluates internal and external considerations of
organisationsSWOT analysis
• Assesses the macro environmental factorsPESTEL analysis
• Analyses business units and product lines
BCG Growth Share
Matrix
• Evaluates organisational effectivenessMcKinsey’s 7Ss
• Determines a product’s unique selling point
Value proposition and
Marketing Mix
Source: Consulting Interview Case Frameworks,
http://globthink.com/2009/12/13/consulting-interview-case-frameworks/

31. CONFIDENTIAL 31
Porter’s 5 forces determines competitiveness
and attractiveness of market
31
Porter’s 5
forces
Bargaining
power of
suppliers
Bargaining
power of
consumers
Threat of new
entrants
Threat of
substitute
products
Competitive
rivalry within
industry
Source: Porter’s Five Forces, http://www.mindtools.com/pages/article/newTMC_08.htm

32. CONFIDENTIAL 32
SWOT analysis evaluates internal and
external considerations of organisations
32
Source: SWOT Analysis: A Basic Business Consulting Framework,
http://www.mylesvivesblog.com/consulting-framework.html
Strengths Weaknesses
Opportunities Threats
SWOT

33. CONFIDENTIAL 33
PESTEL analysis assesses the macro
environmental factors
33Source: PESTEL Analysis, http://pestel-analysis.com/
Political
• Tax policy; Employment laws; Environmental regulations; Trade restrictions and tariff; Political
stability; Bureaucracy and corruption
Economic
• Economic growth; Cost of labor; Exchange rate; Inflation rate; Levels of disposable income
Social
• Population growth rate and age profile; Attitudes on health, education, social mobility; Opinions about
employment, volunteering; Press attitudes, cultural preferences; Lifestyle choices and preferences
Technological
• R&D activity; Impact of internet, social media; Growth of emerging technologies; Rate of technological
change
Environmental
• Environmental protection laws; Waste disposal laws; Energy consumption regulation; Popular attitude
towards the environment
Legal
• Employment regulations; Competitive regulations; Health and safety regulations; Product regulations

34. CONFIDENTIAL 34
BCG Growth Share Matrix analyses business
units and product lines
34Source: BCG Matrix, http://www.netmba.com/strategy/matrix/bcg/

35. CONFIDENTIAL 35
McKinsey’s 7Ss evaluates organisational
effectiveness
•Core beliefs and attitudes that drive employee behaviorShared Values
•Long-term strategic direction of companyStrategy
•Company HierarchyStructure
•Formal/informal procedures & processesSystem
•Motivated/talented/ engagedStaff
•Key personnel management styleStyle
•Core competencies and capabilitiesSkills
35
Source: The McKinsey 7S
Framework, http://www.mindtools.com/pages/article/newSTR_91.htm

36. CONFIDENTIAL 36
McKinsey’s 7Ss evaluates organisational
effectiveness
36
Source: The McKinsey 7S
Framework, http://www.mindtools.com/pages/article/newSTR_91.htm
Skills Shared
Values
Style Staff Systems Structure Strategy
Strategy
Structure
Systems
Staff
Style
Shared
Values
Skills

37. CONFIDENTIAL 37
4Ps 4Cs
Value proposition and Marketing Mix
determines a product’s unique selling point
37
Source:
Investopedia, http://www.investopedia.com/terms/v/valueproposition.asp#ixzz206A7yc3y
Price Cost
Promotion Communication
Place Convenience
Product Consumer
Value proposition
A business or marketing statement that summarizes why a consumer should buy a
product or use a service. This statement should convince a potential consumer
that one particular product or service will add more value or better solve a problem
than other similar offerings.
Test if viable

38. CONFIDENTIAL
Agenda
• What is the social
sector
• Projects vs. Cases
• High level overview
of frameworks
• Conclusion
• Appendix
38

39. CONFIDENTIAL 39
These points conclude today’s lesson
During this lesson, we have
• Learned about
– The Social sector in Singapore
– Elements of Theory of Change
– Projects vs. cases differences
– Frameworks for effective issue analysis
• Integrated
– Understanding of the social sector
– Organisation’s Theory of Change
39

40. CONFIDENTIAL 40
Feel free to ask any questions you have
regarding today’s lesson
Q & A
40

41. CONFIDENTIAL
Agenda
• What is the social
sector
• Projects vs. Cases
• High level overview
of frameworks
• Conclusion
• Appendix
41

42. CONFIDENTIAL 42
• Differs from logic models
– Requires stakeholders to articulate underlying
assumptions which can be tested/measured
– Shows a causal pathway by specifying what is
needed for goals to be achieved
Appendix for TOC