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This Concept Map, created with IHMC CmapTools, has information related to: ihfb, BUSINESS MODELS ASSUMPTION IHFB STAKEHOLDERS need to agree on the "FRAMEWORK FOR ACTION " NETWORKED STRUCTURES, STAKEHOLDER ANALYSIS ASSUMPTION The collective wisdom of the IHFB STAKEHOLDERS is our greatest asset OUTPUT 2 AN ASSET MAP OF THE CAPABILITIES AND CONNECTIVITY OF OUR INTERNAL/EXTERNAL STAKEHOLDERS Strengths /Gaps, PEeST ANALYSIS ASSUMPTION The IHFB "core team" needs a shared appreciation of the context in which we operate PUSH/PULL THEORY OF CHANGE, NEXT PRACTICE LEADERSHIP LANDSCAPE International House Foundation Board IHFB WHAT key concepts drawn from the business innovation literature to DELIVER next practice leadership? BUSINESS PLANS, OUTPUT 2 AN ASSET MAP OF THE CAPABILITIES AND CONNECTIVITY OF OUR INTERNAL/EXTERNAL STAKEHOLDERS Strengths /Gaps ???? ????, BUSINESS MODELS ASSUMPTION IHFB STAKEHOLDERS need to agree on the "FRAMEWORK FOR ACTION " VALUE CHAIN ENGAGEMENT, PEeST ANALYSIS ASSUMPTION The IHFB "core team" needs a shared appreciation of the context in which we operate PREDICTIVE ANALYTICS, PEeST ANALYSIS ASSUMPTION The IHFB "core team" needs a shared appreciation of the context in which we operate SOCIAL ENTERPRISE MODELS, PEeST ANALYSIS ASSUMPTION The IHFB "core team" needs a shared appreciation of the context in which we operate CORPORATE SOCIAL RESPONSIBILITY, PEeST ANALYSIS ASSUMPTION The IHFB "core team" needs a shared appreciation of the context in which we operate FEDERAL/STATE LEGISLATION POLICY PARAMETERS, NEXT PRACTICE LEADERSHIP LANDSCAPE International House Foundation Board IHFB WHAT key concepts drawn from the business innovation literature to DELIVER next practice leadership? STAKEHOLDER ANALYSIS, PEeST ANALYSIS ASSUMPTION The IHFB "core team" needs a shared appreciation of the context in which we operate OUTPUT 1 5/10 CONTEXT SPECIFIC KEY DRIVERS IMPACTING ON THE DELIVERY OF THE FOUNDATION MISSION EXTERNAL TO THE FOUNDATION PHEEST Political;Historical;Economic;Educational;Social;Technological INTERNAL to IH pheest, BUSINESS PLANS ASSUMPTION New NFP legislation will increase accountabilities just as corporates want evaluated impacts of their philanthropic $$$ ONE PAGE LOGIC MAPS MAY BE THE NEW BUSINESS PLAN OUTPUT 4 A BUSINESS PLAN, BUSINESS MODELS ASSUMPTION IHFB STAKEHOLDERS need to agree on the "FRAMEWORK FOR ACTION " PARTNERSHIPS, NEXT PRACTICE LEADERSHIP LANDSCAPE International House Foundation Board IHFB WHAT key concepts drawn from the business innovation literature to DELIVER next practice leadership? BUSINESS MODELS, PEeST ANALYSIS ASSUMPTION The IHFB "core team" needs a shared appreciation of the context in which we operate PHILANTHROPY, OUTPUT 1 5/10 CONTEXT SPECIFIC KEY DRIVERS IMPACTING ON THE DELIVERY OF THE FOUNDATION MISSION EXTERNAL TO THE FOUNDATION PHEEST Political;Historical;Economic;Educational;Social;Technological INTERNAL to IH pheest My PHEEST guess Driver 1 Increasingly sophisticated customers exercise informed choice and may be either attracted by exemplary practice or defect from brand loyalty on the basis of informed choice Driver 2 Disruptive technologies provide the means for transformation of marketing/brand exposure / business modelling through Web2 /3 tools and mechanisms . Global , informal connectivity goes around “ spin “/ can be used by a small customer segment to use terrorist tactics to erode brand confidence Driver 3 Interdependencies across value chains require alliance strategy, leadership capabilities to do business differently . Internal organisational culture , congruence of values across diverse elements of an interconnected value chain provide a competitive advantage Driver 4 Revenue growth , revenue protection, cost reduction. CSR ; /customer relationships have been linked to reduced transaction costs , customer retention and shareholder value Driver 5 Public policy changes encompass corporate social responsibility outcomes , governance accountabilities etc The externally imposed legislative , compliance driven components appear to be expressed through a sustainability rubric with the interdependencies of Financial standards Social responsibility & Environmental stewardship, BUSINESS MODELS ASSUMPTION IHFB STAKEHOLDERS need to agree on the "FRAMEWORK FOR ACTION " OUTPUT 3 A BUSINESS MODEL, BUSINESS MODELS ASSUMPTION IHFB STAKEHOLDERS need to agree on the "FRAMEWORK FOR ACTION " BUSINESS CLUSTERING, NEXT PRACTICE LEADERSHIP LANDSCAPE International House Foundation Board IHFB WHAT key concepts drawn from the business innovation literature to DELIVER next practice leadership? PEeST ANALYSIS