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Impact Design

by jure
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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. 

As a society challenge solution (SCS), we understand product, service, business, not-for-profit or other models, policymaking or other process solving society challenges. According to the Cambridge dictionary, high-impact means »having a large or powerful effect«.

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

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

Impact Design documents:

  1.  Impact Design Methodology with indicators (Excel, version April 2022)
  2. 10 Impact Venture business plan (Word, version April 2022)
  3. Impact Innovation (Excel, version April 2022)

Impact Design documents in Slovenian language

  1. Metodologija oblikovanja vplivov s kazalniki (Impact Design Methodology with indicators), Excel, verzija maj 2022
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Scoring is divided into 15 impact fields, with five impact groups and different impact indicators. 

In a self-assessment scoring process, you freely select indicators for impact maximisation of your SCS. 

You can score each indicator with six different scores. When you answer with at least one star (*), you must define goals and activities for a specific period. 

Once you finish the impact field and submit it, you will see the results below within the “List of all submissions”. You can view and edit them. You will also get impact filed results on your email.

Then you can process to the next or any other impact field you didn’t score yet. Impact fields already scored can be seen and edited from the “List of all submissions”. 

The self-assessment scoring process can take from 1 to several hours. However, you can save your work while scoring and continue later.

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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.

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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.
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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).

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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
IMPACT OWNERSHIPImpact and its maximisation are of high importance for the SCS owner.7
1.1Documented information identified by SCS owner declaring importance of impact maximisation and enhancement (strategic documents, pledge etc.).1. MAINSTREAM
1.2Top management shall demonstrate leadership and commitment concerning maximised positive impact.2. MANAGEMENT
1.3The 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
1.4Impact 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
1.5While being developed and implemented, SCS is based and assessed by impact design and other systematic tools.7. SCS USE
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
SOCIETY CHALLENGEThe SCS is associated with and positively contributes to addressing a society challenge.21
2.1The SCS has been developed in response or directly to address a society challenge.1. DIRECT
2.2The SCS has been enhanced to include impactisation measures to link better with society's challenges.2. ENCHANCED
2.3SCS 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
2.4Verified 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
2.5SCS owner clearly communicates a story about SCS connection with society's challenge.21. STORY
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
QUALITYThe SCS is of high quality.6
3.1SCS is in full legal compliance (registered activity, permits, contracts, respect for intellectual property etc.)1. LEGAL
3.2SCS is data-based developed, produced and used (potential quantification of severity, people scale affection, costs etc.)2. DATA
3.3The SCS is developed and produced by qualified personnel, under quality standards and compliance with research and science knowledge.3. KNOWLEDGE
3.4Quality 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
3.5Risk minimisation measures are effective (consumer & user protection, mediation and other dispute-settlement mechanisms etc.).6. RISK
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
SAFETY AND HEALTHThe SCS owner is considering the impact on the safety and health of workers, users and the public.6
4.1The safety and health requirements for the SCS (products and services) are defined, including regulatory, applicable statutory and other requirements.1. REQUIREMENTS
4.2The 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
4.3The SCS considers the impact on the safety and health of the users and public. Therefore, SCS is minimizing possible harm.4. USERS
4.4The 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
4.5The SCS is communicating and promoting values and behaviour supporting safety and health.6. PROMOTION
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
RESPONSIBILITY AND SUSTAINABILITYThe SCS includes measures that reduce negative impacts on society, the environment, and nature.10
5.1The SCS includes consideration about overproduction and overconsumption prevention. Massive & stock production models are not encouraged.1. OVER
5.2Development, 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
5.3The 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
5.4Society, environment and nature-friendly materials and processes are used in the production and implementation process.9. FRIENDLY
5.5The SCS owner is integrating and following principles of circular economy, production and use. Sustainable use, re-use, refurbishment are encouraged.10. CIRCULAR
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
INNOVATIONThe SCS owner mainstreams reasonable innovation to maximize SCS's positive impact on society.6
6.1SCS 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
6.2SCS owner shall determine and provide the persons, knowledge and competencies necessary for the effective SCS innovation process.2. COMPETENCES
6.3The 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
6.4SCS 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
6.5SCS owner balances intellectual property rights and sharing of the SCS with other stakeholders to scale and maximise impact.6. SHARING
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
IMPACT USERSubject to a unique recipe, the SCS activates users to contribute to society's challenge solutions.9
7.1The SCS owner communicates and empowers users to evaluate their role to address challenges.1. ROLE
7.2SCS 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
7.3The 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
7.4The 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
7.5The 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
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
DIGITALISATION, TECHNOLOGIESSCS owner integrates and uses digitalisation and technologies to maximise the SCS's impact.5
8.1SCS owner uses social media and various digital tools to improve society's challenges visibility that SCS is tackling.1. VISIBILITY
8.2Digitalisation 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
8.3SCS owner uses digitalisation and technologies to contribute to SCS's accessibility and e-participation for all users.3. ACCESSIBILITY
8.4Digitalisation and technologies serve as a tool for strengthening SCS's impact on the underserved.4. TOOL
8.5SCS encourages digital culture with users and the public to improve collaboration and maximise impact.5. DIGITAL CULTURE
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
HIGH-IMPACTSCS owner is motivated to achieve SCS high-impact.5
9.1SCS 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
9.2SCS 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
9.3SCS 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
9.4SCS 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
9.5SCS 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
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
LOCAL IMPACTThe SCS is integrated into the local environment and facilitates a genuine relationship and impact on the local environment and population.5
10.1The local community and environment are involved in developing and implementing the SCS.1. COMMUNITY
10.2SCS 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
10.3The SCS is implemented in a partnership with local stakeholders (local partners, supply chain, local providers of services, transport etc.).3. LOCAL PARTNERSHIP
10.4The SCS includes local materials, products, local brands, local elements are integrated.4. LOCAL SOURCES
10.5SCS owner fosters genuine interaction between user and the local environment and population.5. INTERACTION
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
UNDERSERVEDSCS integrates special attention to and facilitates the inclusion and accessibility of underserved groups and individuals.6
11.1The 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
11.2The 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
11.3The 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
11.4The 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
11.5The 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
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
IMPACT ECONOMYThe 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
12.1The 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
12.2SCS 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
12.3SCS 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
12.4The 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
12.5SCS 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
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
IMPACT MANAGEMENTThe SCS owner is managing impacts.5
13.1The 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
13.2Data and information are collected efficiently and transparently to give ground for impact management.2. TRANSPARENCY
13.3The SCS owner involves the business partners, users, local population and other stakeholders in the impact management process.3. INVOLVEMENT
13.4The SCS owner regularly and comparably publishes reports and communicates the impact of the owner and SCS.4. REPORTS
13.5The SCS owner develops or/and is a member of network, organisation, community promoting and developing impact management.5. NETWORKS
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
VERIFICATIONThe SCS owner or/and SCS are included in various schemes that verify relevant indicators assessing impacts on society.5
14.1The 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
14.2SCS owner is transparent about concrete practices and products to prevent impact washing, greenwashing etc.2. WASHING PREVENTION
14.3The 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
14.4The 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
14.5The 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
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
BEYOND THE HORIZONThe SCS owner acts in other innovative and efficient manners that significantly contribute to the society impacts of its activities and use of SCS.5
15.1The 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
15.2The 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
15.3The 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
15.4The 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
15.5The 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

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High Impact Foundation

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@2022 – FUND2740

Newsletter

 

Receiving announcements by email is the best way to stay in the loop. When you subscribe to our mailing list, you can receive regular updates about our programs and other announcements. Subscription to our mailing list is totally voluntary. You’ll never be charged. If you decide you no longer wish to receive emails, you can cancel your email subscription at any time.