Impact Design is a systemic design and methodological production method for society challenge solutions with positive, high-impact.

Primary is a tool scaling high-impact entrepreneurship philosophy – philosophy developing activities, products and services with a maximised positive effect on society. At the same time, it is an effective tool for businesses and other stakeholders, resulting in innovative and competitive products and services. Impact’s design side effect is in successful “translation capacity”, translating often different “languages” spoken by not-for-profits, businesses, the public sector and other stakeholders and building mutual trust.

We also use it as a tool in other impact-oriented activities within not-for-profit and other models, policymaking and other processes to scale the impact of their society challenge solutions.

Impact design can be complex for micro-impact ventures or start-ups. Therefore we modified and simplified the process for their use – we called it Simple Impact Design. Please check here.

We see the difference between the “story” and “philosophy“. All ventures and society challenges solutions have their stories. They are doing what they do, their inspirations, fantastic and less good experiences. We understand philosophy deeper and more strategic. Building philosophy is a strategic process considering many aspects that might influence our venture. It is conscious work and time investment into the future of our impact venture. Impact Design is a tool to help us in this process.

We are developing Impact Design within the ActImpAct project supported by Google.org and implemented in the period 2022-2023. The published version is a »work in progress« tested on two pilot projects (Wood Belt, Impact Fashion) and used by 150 ventures included in the ActImpAct project. The final version will be available in December 2023.

IMPACT DESIGN MANAGEMENT 5.0

We use Impact Design 5.0 management approach to help you build high impact.

LEVEL 1.0 - IMPACT INSIGHT

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Simple Impact Design is a method of designing and scaling impact tailored to “impact micro-enterprises”.

As impact micro-enterprises, we understand ventures initiated by individuals or small teams, underserved individuals, start-up impact entrepreneurs in very early stages and other “future” impact entrepreneurs with limited capacities and resources.

The goals of Simple Impact Design are:

- Raising awereness about the benefits of integrating impact design in micro-entrepreneurship
- Engaging the underserved in impact entrepreneurship
- using impact design to scale impacts of micro-enterprises involved and increase their innovation and competitiveness

We provide impact insight with the organisation of workshops and events, preparation of documents and promotion of impact design in society.

LEVEL 2.0 - IMPACT DESIGN SCORE

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My Impact Solution is a short questionnaire in which you provide information and answer questions about integrating simplified aspects of impact into your business model and what impact solution you are offering.

We helped to develop many impact solutions. You can find their stories here.

We will also present your solution within impact solutions presentations when you finish the questionnaire. Therefore we suggest you answer in English to enable the international audience to understand your impact idea. We added a Slovenian language translation of the questionnaire since the first 150 ventures participating in ActImpAct program are from Slovenia.

MY IMPACT SOLUTION

LEVEL 3.0 - IMPACT DESIGN ASSESEMENT

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Once you have an impact design score, it is clearer what you need and how you want to maximise the impact of your SCS. We can do an independent assessment of your score and support you in preparing your impact design program.

LEVEL 4.0 - HIGH IMPACT DESIGN

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Our team of experts helps you design a more robust and strategic TO-DO PLAN for the high impact of your SCS. We can also offer help and support in developing CONTENT such as impact management, solutions for society challenges, scaling quality, sustainability, social and technological innovation, digitalisation, partnerships, and local impact. In addition, we help integrate the underserved, social economy and other possible activities (»beyond the horizon«) needed to develop and scale the effects of your SCS.

LEVEL 5.0 - IMPACT DESIGN PLEDGE

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You can also sign an impact design pledge after scoring your impact design score and preparing a to-do plan. With the signature, you publicly recognise your efforts to maximise the impact of your SCS. In addition, signing the pledge enables you to use our impact design logo in your SCS communications. Finally, with the signature, you oblige yourself to report to us about your impact-related activities according to the to-do plan.

Impact Design Pilot – WOOD BELT

Impact Design Pilot – IMPACT TOURISM

IMPACT FIELDS, IMPACT GROUPS AND IMPACT INDICATORS

We divided the Impact Design production method into 15 impact fields, each of 5 impact groups. The total number of impact field indicators is 110 (t.i. 115 when also impact field »Beyond your horizon« is included).

1.0 IMPACT OWNERSHIP

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
IMPACT OWNERSHIP	Impact and its maximisation are of high importance for the SCS owner.	7
1.1	Documented information identified by SCS owner declaring importance of impact maximisation and enhancement (strategic documents, pledge etc.).	1. MAINSTREAM
1.2	Top management shall demonstrate leadership and commitment concerning maximised positive impact.	2. MANAGEMENT
1.3	The owner of SCS shall determine and provide the persons and resources necessary for the effective operation. The owner will also ensure knowledge of impact maximisation for the staff involved.	3. RESOURCES 4. KNOWLEDGE
1.4	Impact design and other concrete methodological tools for impact maximisation are substantially included in the owner's processes and business model. Owner integrates impact design and other tools as a tool for the development of innovative and competitive products and services.	5. INCLUSION 6. COMPETITIVENESS
1.5	While being developed and implemented, SCS is based and assessed by impact design and other systematic tools.	7. SCS USE

2.0 SOCIETY CHALLENGE

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
SOCIETY CHALLENGE	The SCS is associated with and positively contributes to addressing a society challenge.	21
2.1	The SCS has been developed in response or directly to address a society challenge.	1. DIRECT
2.2	The SCS has been enhanced to include impactisation measures to link better with society's challenges.	2. ENCHANCED
2.3	SCS is connected to Sustainable Development Goals (SDGs) or other relevant society challenges.	3. SDG 1: NO POVERTY 4. SDG 2: ZERO HUNGER 5. SDG 3: GOOD HEALTH AND WELL-BEING 6. SDG 4: QUALITY EDUCATION 7. SDG 5: GENDER EQUALITY 8. SDG 6: CLEAN WATER AND SANITATION 9. SDG 7: AFFORDABLE AND CLEAN ENERGY 10. SDG 8: DECENT WORK AND ECONOMIC GROWTH 11. SDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURE 12. SDG 10: REDUCED INEQUALITY 13. SDG 11: SUSTAINABLE CITIES AND COMMUNITIES 14. SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTION 15. SDG 13: CLIMATE ACTION 16. SDG 14: LIFE BELOW WATER 17. SDG 15: LIFE ON LAND 18. SDG 16: PEACE AND JUSTICE STRONG INSTITUTIONS 19. SDG 17: PARTNERSHIPS TO ACHIEVE THE GOAL
2.4	Verified methods (design thinking, theory of change, etc.) ensure a quality link between society challenge and SCS and are used to develop a proof of concept, value and unique selling proposition etc.	20. LINK
2.5	SCS owner clearly communicates a story about SCS connection with society's challenge.	21. STORY

3.0 QUALITY

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
QUALITY	The SCS is of high quality.	6
3.1	SCS is in full legal compliance (registered activity, permits, contracts, respect for intellectual property etc.)	1. LEGAL
3.2	SCS is data-based developed, produced and used (potential quantification of severity, people scale affection, costs etc.)	2. DATA
3.3	The SCS is developed and produced by qualified personnel, under quality standards and compliance with research and science knowledge.	3. KNOWLEDGE
3.4	Quality materials, resources and services are used. Using unsustainable and cheap materials and resources to reduce production costs is not the only or primary focus.	4. RESOURCES 5. PRODUCTION COSTS
3.5	Risk minimisation measures are effective (consumer & user protection, mediation and other dispute-settlement mechanisms etc.).	6. RISK

4.0 SAFETY AND HEALTH

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
SAFETY AND HEALTH	The SCS owner is considering the impact on the safety and health of workers, users and the public.	6
4.1	The safety and health requirements for the SCS (products and services) are defined, including regulatory, applicable statutory and other requirements.	1. REQUIREMENTS
4.2	The safety and health of workers and of other (individuals, groups, partners included etc.) in the production process are of high importance for SCS owner.	2. WORKERS 3. OTHERS
4.3	The SCS considers the impact on the safety and health of the users and public. Therefore, SCS is minimizing possible harm.	4. USERS
4.4	The SCS includes consideration and innovative thinking for special challenges or underserved groups related to their safety and health to maximize SCS's positive impact.	5. SPECIAL
4.5	The SCS is communicating and promoting values and behaviour supporting safety and health.	6. PROMOTION

5.0 RESPONSIBILITY AND SUSTAINABILITY

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
RESPONSIBILITY AND SUSTAINABILITY	The SCS includes measures that reduce negative impacts on society, the environment, and nature.	10
5.1	The SCS includes consideration about overproduction and overconsumption prevention. Massive & stock production models are not encouraged.	1. OVER
5.2	Development, production and use of the SCS are designed sustainably and responsibly to reduce possible harm to nature and society.	2. ENERGY SAVINGS 3. WATER EFFICIENCY 4. LOW CARBON 5. CHEMICAL MANAGEMENT 6. ZERO WASTE
5.3	The SCS production includes measures that serve to conserve cultural, natural and society/social heritage. SCS includes consideration and measures about importance of biodiversity, preservation of species and prevention of animal cruelty.	7. HERITAGE, 8. NATURE
5.4	Society, environment and nature-friendly materials and processes are used in the production and implementation process.	9. FRIENDLY
5.5	The SCS owner is integrating and following principles of circular economy, production and use. Sustainable use, re-use, refurbishment are encouraged.	10. CIRCULAR

6.0 INNOVATION

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
INNOVATION	The SCS owner mainstreams reasonable innovation to maximize SCS's positive impact on society.	6
6.1	SCS owner recognizes the importance of spectrum of innovation types, such as social, technological or other innovation and the desire for permanent innovation mainstreaming.	1. SPECTRUM
6.2	SCS owner shall determine and provide the persons, knowledge and competencies necessary for the effective SCS innovation process.	2. COMPETENCES
6.3	The SCS is innovative with a reason (good innovation) to maximize positive impact. SCS owners also consider innovative business models and schemes (sharing economy, social outcome schemes, social impact bonds etc.)	3. REASONABILITY 4. MODELS
6.4	SCS owner mainstreams innovation process into all phases of SCS development and implementation. Innovation mainstreaming into SCS is based on a structured approach and effective techniques and tools.	5. STRUCTURE
6.5	SCS owner balances intellectual property rights and sharing of the SCS with other stakeholders to scale and maximise impact.	6. SHARING

7.0 IMPACT USER

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
IMPACT USER	Subject to a unique recipe, the SCS activates users to contribute to society's challenge solutions.	9
7.1	The SCS owner communicates and empowers users to evaluate their role to address challenges.	1. ROLE
7.2	SCS facilitates an informative, authentic, personalised, and unique experience for the user. SCS builds users' knowledge and empathy to identify and address society's challenges.	2. EXPERIENCE 3. EMPATHY
7.3	The SCS user can co-create the SCS. Users' active participation in work or activities (campaigns, volunteer work, financial, HR recruitment etc.) contributes to addressing society's challenges. User is encouraged to use specific know-how (Impact Sourcing).	4. CO-CREATION 5. CONTRIBUTION 6. SOURCING
7.4	The SCS involves motivational measures and incentives for the user's maximised impact. In addition, users' social responsibility and engagement are encouraged with Impact Pledge or other tools.	7. MOTIVATION 8. PLEDGE
7.5	The SCS owner designed SCS to encourage the user by establishing a sustainable association with the society challenge and stakeholders solving it (social network, membership, another purchase, etc.).	9. RELATIONSHIP

8.0 DIGITALISATION, TECHNOLOGIES

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
DIGITALISATION, TECHNOLOGIES	SCS owner integrates and uses digitalisation and technologies to maximise the SCS's impact.	5
8.1	SCS owner uses social media and various digital tools to improve society's challenges visibility that SCS is tackling.	1. VISIBILITY
8.2	Digitalisation and technologies are data-driven and used to increase SCS efficiency. In adition transparency is assured by new technologies (blockchain etc.)	2. EFFICIENCY AND TRANSPARENCY
8.3	SCS owner uses digitalisation and technologies to contribute to SCS's accessibility and e-participation for all users.	3. ACCESSIBILITY
8.4	Digitalisation and technologies serve as a tool for strengthening SCS's impact on the underserved.	4. TOOL
8.5	SCS encourages digital culture with users and the public to improve collaboration and maximise impact.	5. DIGITAL CULTURE

9.0 HIGH-IMPACT

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
HIGH-IMPACT	SCS owner is motivated to achieve SCS high-impact.	5
9.1	SCS builds partnerships with SCS target groups, grassroots organisations, and users to better understand and be rooted in society's challenge for achieving high-impact.	1. ROOTEDNESS
9.2	SCS owner builds and encourages supply chain and sale partners to maximise impact. SCS owner participates in the events, joint projects, platforms, networks, etc., to achieve high impact.	2. IMPACT CHAIN
9.3	SCS owner is scaling SCS with verified tools (business and financial plans, tools to assess competitive advantages/weaknesses, recent ECO, SOC and TECH trends, market size & growth, milestones and break even, key metrics, pricing and willingness to pay etc.). Available support schemes are used to scale SCS (prototyping centers, membership in peer and support networks, incubators, accelerators, cooperation with financial institutions and investors, sales platforms etc.). Internationalisation is on the scale plan.	3. SCALE
9.4	SCS owner is motivated to build multiple partnerships to achieve high impact with the business sector, industries, research, science, education sectors, cross-border and regional stakeholders, media, influencers, celebrities etc. Furthermore, SCS owner considers co-operation with the competition.	4. IMPACT PARTNERSHIPS
9.5	SCS owner uses SCS experience to contribute to the policy, strategies or measures making processes for the long-term and high-impact solution of the society challenge.	5. POLICY

10.0 LOCAL IMPACT

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
LOCAL IMPACT	The SCS is integrated into the local environment and facilitates a genuine relationship and impact on the local environment and population.	5
10.1	The local community and environment are involved in developing and implementing the SCS.	1. COMMUNITY
10.2	SCS owner integrates community practices into the business model/structure, and society benefits are enhanced by implementing the SCS in the local environment (Designed to Give, Local Economic Development, Micro franchise/Micro distribution Poverty Alleviation, Producer Cooperative, Supply Chain Poverty Alleviation etc.)	2. SOCIETY BENEFITS
10.3	The SCS is implemented in a partnership with local stakeholders (local partners, supply chain, local providers of services, transport etc.).	3. LOCAL PARTNERSHIP
10.4	The SCS includes local materials, products, local brands, local elements are integrated.	4. LOCAL SOURCES
10.5	SCS owner fosters genuine interaction between user and the local environment and population.	5. INTERACTION

11.0 UNDERSERVED

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
UNDERSERVED	SCS integrates special attention to and facilitates the inclusion and accessibility of underserved groups and individuals.	6
11.1	The development of the SCS include underserved groups and individuals. SCS owner clearly defines a definition of underserved and adopts other measures to prevent impact washing.	1. INCLUSION 2. CLARITY
11.2	The SCS is intended explicitly for and tailored to underserved groups and individuals and addresses aspects of society's challenge associated with the underserved.	3. TAILORED
11.3	The use of the SCS facilitates accessible inclusion of underserved groups and individuals and is adjusted if needed (product or service adjustment, facilities, transportation etc.).	4. ADJUSTMENT
11.4	The SCS owner develops and uses incentives and measures that promote the inclusion of underserved groups and individuals in the SCS production and implementation (promoting diversity schemes, social vouchers, employment schemes etc.).	5. MEASURES
11.5	The SCS includes economic and financial incentives and measures that promote the use and participation of underserved groups and individuals in the SCS (discounts, favourable conditions, etc.).	6. INCENTIVES

12.0 IMPACT AND FAIR ECONOMY

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
IMPACT ECONOMY	The SCS owner considers organisational form and values ethical financing, goals balance, price policy, democratic management and role of workers, diversity and social investment, fair conditions and fairtrade.	14
12.1	The owner consideres best legal and organisational form for tackling society challenge. SCS is financed from ethical financial sources, and financial management follows ethical standards.	1. LEGAL FORM 2. ETHICAL FINANCES
12.2	SCS owner has legal status or is obtaining legal status related to commitment to balancing social, environmental and financial impacts and limiting pure profit goals. Conditions (costs, payment deadlines, % of markups etc.) support weaker partners in the production and sale chain. Price policy can stimulate products with impact (impact discount etc.).	3. BALANCE 4. PROTECTION 5. PRICE POLICY
12.3	SCS owner promotes values and has concrete measures for democratic management, worker participation, worker ownership, workforce development, diversity management, gender equality, respect for other personal circumstances, etc. People's qualifications, knowledge, skills and investments in people (social investment) are promoted.	6. DEMOCRATIC MANAGEMENT 7. WORKER PARTICIPATION 8. WORKER OWNERSHIP 9. DIVERSITY 10. SOCIAL INVESTMENT
12.4	The SCS owner assures all employees, co-workers, and partners fair and stimulative conditions for their work and develops concrete measures to maximise the positive impact of SCS also for them. In addition, SCS promotes appropriate conditions within the supply chain.	11. CONDITIONS, 12. CHAIN
12.5	SCS owner designed and offered SCS on the market following fair trade values (such as the ten principles of WFTO). SCS is linked and strengthens broader action, project or program by donating, pro bono work, in-kind etc.	13. FAIRTRADE, 14. ACTION

13.0 IMPACT MANAGEMENT

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
IMPACT MANAGEMENT	The SCS owner is managing impacts.	5
13.1	The SCS owner uses or has developed indicators and methods for the impact management of the SCS in a written form. Indicators can be tested.	1. INDICATORS
13.2	Data and information are collected efficiently and transparently to give ground for impact management.	2. TRANSPARENCY
13.3	The SCS owner involves the business partners, users, local population and other stakeholders in the impact management process.	3. INVOLVEMENT
13.4	The SCS owner regularly and comparably publishes reports and communicates the impact of the owner and SCS.	4. REPORTS
13.5	The SCS owner develops or/and is a member of network, organisation, community promoting and developing impact management.	5. NETWORKS

14.0 VERIFICATION

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
VERIFICATION	The SCS owner or/and SCS are included in various schemes that verify relevant indicators assessing impacts on society.	5
14.1	The SCS owner has adopted its own sets of rules (declarations, codes, etc.) that contribute to sustainable conduct, nature conservation, achieving social and society impacts, quality, fair trade, etc.	1. SELFREGULATION
14.2	SCS owner is transparent about concrete practices and products to prevent impact washing, greenwashing etc.	2. WASHING PREVENTION
14.3	The SCS owner or/and SCS is included in various local or global certification schemes associated with sustainable conduct, environmental protection, nature conservation, “green” systems, circular economy etc.	3. GREEN SCHEMES
14.4	The SCS owner or/and SCS are included in various local or global certification schemes that assess social and society impacts (ISO social responsibility, Social Value, corporate social responsibility schemes etc.).	4. IMPACT SCHEMES
14.5	The SCS owner or/and SCS are included in other schemes contributing to positive society impact, such as various local and global quality assurance schemes, local brands, granting patents, etc.	5. OTHER SCHEMES

15.0 BEYOND THE HORIZON

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IMPACT GROUP NUM	IMPACT GROUP SUMMARY	INDICATOR NUM AND NAME
BEYOND THE HORIZON	The SCS owner acts in other innovative and efficient manners that significantly contribute to the society impacts of its activities and use of SCS.	5
15.1	The SCS owner contributes to the society's impact or addresses a society's challenge in other efficient ways and empowers the SCS to contribute to it in their way (MyWayImpact).	1. BEYOND
15.2	The SCS owner contributes to the society's impact or addresses a society's challenge in other efficient ways and empowers the SCS to contribute to it in their way (MyWayImpact).	2. BEYOND
15.3	The SCS owner contributes to the society's impact or addresses a society's challenge in other efficient ways and empowers the SCS to contribute to it in their way (MyWayImpact).	3. BEYOND
15.4	The SCS owner contributes to the society's impact or addresses a society's challenge in other efficient ways and empowers the SCS to contribute to it in their way (MyWayImpact).	4. BEYOND
15.5	The SCS owner contributes to the society's impact or addresses a society's challenge in other efficient ways and empowers the SCS to contribute to it in their way (MyWayImpact).	5. BEYOND

Impact Design

IMPACT DESIGN MANAGEMENT 5.0

Impact Design Pilot – WOOD BELT

Impact Design Pilot – IMPACT TOURISM

IMPACT FIELDS, IMPACT GROUPS AND IMPACT INDICATORS

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