Impact Design

Impact Design logo

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

It is a tool scaling high-impact entrepreneurship philosophy – a philosophy developing activities, products and services with a maximised positive effect on society.

Impact design is a tool for business models of the future. It can serve in very early planning stages to help build a coherent, holistic frame of the future endeavour of businesses, social enterprises and other stakeholders. At the same time, it is an effective tool resulting in innovative and competitive products and services. Based on “flexi-certainty” principles, the methodology offers a robust yet straightforward impact management and measurement framework.

We can also use impact design in other impact-oriented activities within not-for-profit models, policymaking and other processes to scale the impact of their society-challenge solutions. Impact’s design side effect is in successful “translation capacity”, often translating different “languages” spoken by not-for-profits, businesses, the public sector and other stakeholders and building mutual trust.

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.

While developing impact design, we distinguish 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 more profoundly and strategically. 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

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

Impact Design documents:

  1.  Impact Design Methodology with indicators (Excel, version May 2023)
  2. 10 Impact Venture business plan (Word, version April 2022)
  3. Impact Innovation (Excel, version April 2022)

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

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Impact Design

Impact Design Score is an essential part of the Impact Management process.

Scoring is a self-assessment process where you freely select indicators for the impact maximisation of your SCS. You can score each indicator with six different scores depending on the situation. Then you define the goals you want to reach in a specific period. After the selected period, you repeat the scoring.

The self-assessment process can take from 1 to several hours or days. You can also save your work and continue later. In addition, we can help and support you with questions, guidance, resources, and practical examples to make the process easier.

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.

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Impact Design

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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Impact Design
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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Impact Design

An impact design pledge is a “step” where you publicly recognise the importance of your business or other activities’ impact. As a result, you oblige yourself to follow the impact design principles and permanently mainstream impact design activities for impact maximisation in your business or other activities in your best manner.

Signing the pledge lets you use our impact design logo in your SCS communications and join the impact design “family”.

The pledge can be signed by:

1. organisations and stakeholders participating in our impact design programs or programs implemented by our partners when they successfully end the program

2. organisations not participating in the formal impact design programs our partners or we implement. They need to do impact design scoring, and we need to make their independent assessment before the pledge.

Finally, based on the impact pledge signature, you make publicly (and to our partners or us) available information and reports about your impact-related activities and progress.

The pledge is available on the pre-prepared form by us.

For and impact design pledge (PDF version, May 2023) please click here.

You can download the impact design logo here.

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 (acts, strategic documents etc.). SCS owner publicly pledged dedication to the impact (for example, pledge within European Commission Transition Pathway for Social Economy).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 CHALLENGE The 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. SCS owner communicate honestly and based on ethical marketing principles.21. STORY
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IMPACT GROUP NUMIMPACT GROUP SUMMARYINDICATOR NUM AND NAME
QUALITY The 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. SCS development and industrial design serves to maximise the long-term impact. 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 SUSTAINABILITY The 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, on demand production is considered.1. OVER P&C
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 AND MARINE RESOURCES,
4. LOW CARBON,
5. CHEMICAL MANAGEMENT,
6. POLLUTION AND WASTE
5.3Climate change mitigation and adaptation are considered in the development and production processes.7. CLIMATE CHANGE MITIGATION AND ADAPTATION
5.4The 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.8. HERITAGE,
9. BIODIVERSITY
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 carefuly considers and balances different possible impacts of 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
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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

Impact Design Pilot – WOOD BELT

Impact Design Pilot – IMPACT TOURISM

IMPACT DESIGN EXAMPLES

IMPACT VENTURE TITLEIMPACT VENTURE INFOSOCIETY CHALLENGESDGSOCIETY CHALLENGE SOLUTION (SCS)INNOVATION FOR HIGH IMPACTSCS INTEGRATION INTO VENTURE BUSINESS MODELASSESMENT OF COMPETITIVENESS ON MARKET
WOOD BELTwww.woodbelt.eu

Creates impact fashion style by crafting belts and bags. Feel good. Look good. Do good.

User healts issues - allergies to metal & metal alloys3Use of non allergic materialsPATENT, technological innovation (wooden buckle, thorn)Wooden buckle, thornHigh
Limited skills of volnurable groups in production process (sewing)5,8Adjustement of production and materialsPATENT, technological innovation (wooden screw&nut replacing sewing), longterm NUT and other modular systems developedHigh
Limited functional use12Use of non scannable materials (kevlar, plastic, textile, wood)PATENT, technological innovation (wooden buckle, thorn)Wooden buckle, thornHigh
Durability12Increase durability (kevlar, technical materials, etc.)
Unwanted use of belts3.5Promote 0 tolerance violence policy, social media, linking with partners, CNC for personalisationLogo, brand protection1. communication
2. WB linked to Giving Tuesday campaign (Tuesday - day for employment)
High
Limited re use, circularity12No sewing belts (enabling easy repair)PATENT, technological innovation (modularity)1. modular systems
2. anti overconsuming campaign
3. offering repairs
4. promoting re-use
Medium
Negative impacts of fashion industry12Promotion of business models with positive impactSocial innovation (Impact Fashion Concept)1. Promotion of Impact Fashion
2. Impact Fashion Score for users
Medium
Lack of personalisation * (not a society challenge, business challenge)5,8,15Production process enabling personalisationPlate buckles, promote underserved groups stories (painted belts etc.), protection of natural&cultural heritageKakadu colletion, national parks collection namesMedium
IMPACT TOURISMwww.impact-tourism.net

Travel. Experience. Do good.
Impact Tourism creates a better world.
Negative impact of tourism industry12Tourism with positive impactSocial innovation (Impact Tourism)Platform for Impact TourismHigh
TJASHA d.o.o.www. www.tjasha.si

At Tjasha's hair salon, located in Ljubljana, Slovenia, several hair specialists understand clients' needs - from root to tip. They use best practices, how to keep hair shiny and what is the most important, healthy. For more than 16 years, they are continuously acquiring new knowledge and experiences in an sustainable way.
Limited education impact4Training, education programsStrengthened sustainable operations in her Tjasha hairdressing salon and also provided appropriate training for her employees Medium
Re-cyling, packaging3Changes in production and salesSustainable Park products, which encourages re-recycling of packaging. Tjaša's customers can bring the packaging of used products back to the salon, which will reimburse themMedium
MARKETING CONSULTING, MELITA JURCAwww.linkedin.com/in/melita-jurca/

They're supporting small entrepreneurs and medium-sized companies that offer environmental and social services: building awareness of environmental challenges and education services for personal growth, equal rights, well-being... The area of services: market research, planning, and analyzing, digital marketing activities: social media, e-mail marketing, webpage; media and PR communication, copywriting, organizing events, and sales support.
Environmental challenges, education services4,17Better education through partnerships Connected with an entrepreneur who is offering educational services to kindergarten educators, school teachers, and parents, we want to build a better society for future generations.Medium
C00lSch00l, Mija Selič s.p.www.c00lsch00l.eu/

The unique Project-Based Approach (PBA) to young language learning is based on picture book stories. She developed the teaching material “Story Bundle” which enables project-based teaching and learning: They bring stories to children, teach them how to use the language heard in the stories, and then children tell the stories themselves. The approach can be used in teaching any language, be that the mother tongue or a foreign language.
Limited education impact of language learning4Project based work for quality education Social innovation - Project-Based Approach (PBA)With PBA students are introduced to the content through the telling of fairy tales. Fairy tales shape the learning environment and highlight the problem. Through the process of problem solving, the use and function of language in content-related situations is learned.High
10Strenghtened cooperation with underserved groupsWith the program, Actimpact, Mija Selič strengthened cooperation with underserved groups on the labor market - the disabled.Medium
IURALL, PAMETNE PRAVNE REŠITVE, d.o.o.www.iurall.com/

They've developed the application, online and mobile, where legal knowledge is gathered and enables individuals to get quick and easy answers to their legal questions. In certain cases, the application is available for free or for a fee that is 85% lower than today's market price (see next answer). Additionally, the app is available 24/7, from anywhere. For vulnerable groups without access to the Internet, it is available in state or municipal premises.
Limited access to justice16Use of IT to enable access to justiceSocial innovation (mobile app)Empowering the financially vulnerable and those on the fringes of society to obtain basic information, they are empowered to stand up for themselves and protect their rights. With its information and documents, the application empowers individuals to more easily represent themselves in court and thus increases access to justice.Medium
ZAČARAN GOZD, META VODNJOV s.p. https://zacarangozd.si/

Marjeta creates adventures in the forest in the countryside for children. In the AIA project, she came up with the idea of ​​upgrading her adventures for underserved children who will be able to enjoy the forest together with their peers. In the first phase, it will encourage the reading skills of children with dyslexia, and in the following, it will provide access to all adventures in the forest for children with physical disabilities.
Children spend too much time indoors, in front of TV screens, computers and phones4Children who can play freely outside develop better and are happier Children visiting Začaran gozd have fun, learn, get to know the local environment, local plants and at the same time become aware of how important it is to take care of nature.High
BIOPINA d.o.o.https://bio-pina.com/

Petra joined the AIA project with the idea of making pillows and nursing pillows from shavings of Swiss pine wood, which has a beneficial effect on well-being due to its essential oils. She came up with the idea after noticing from her partner, who is a carpenter, that this is a material that would otherwise become waste and developed it into a new product. After the first sales, it was concluded that the case was too hard for the general population. That is why she is now connecting with wool suppliers, where she would develop a product that will be a mixture of both ingredients - wool and Swiss pine shavings. The new product will be so natural, soft, affect well-being and made from "waste material".
Sustainability of pillows12Biodegradable pillows Cemprino pillows are completely natural. Outer cover made of organic cotton. Inner 100% cotton. Both covers have the Oeko-Tex Standard 100 certificate. The filler is natural shavings of Swiss pine, which are produced as waste material in the production of wooden products. The product is completely biodegradable.High
Quality of sleeping4Use of natural material that breathesPillows without sweating, adapts to our head and neck and provides pleasant support. In addition, the essential oils and other substances in the shavings give the pillow a soothing and pleasant scent.Medium

HOW CAN IMPACT DESIGN HELP YOU?

IMPACT DESIGN, INNOVATION, COMPETITIVENESS

Why and how can impact design help us? That is the most common question from our clients – entrepreneurs, CEOs, social economy stakeholders, non-governmental organisations and decision-makers.

But interestingly, our most common answer is not an answer but rather a question. So we first ask: “What do you want with your business or activity?”.

More than 80% of answers fall into two categories.

First, we want to be competitive in the market or our work area. Usually, our clients understand competitiveness (C) in a broader context, including financial aspects, quality and many other indicators. And second – we want to leave an impact (I). Usually, that includes something positive for them, their clients, buyers, and increasingly more often, the supplier chain, partners, environment and society.

So it is safe to say the formula for most of our client’s identity (we mark that as ID) is:

ID = C + I

C + I work for us. They fit as a potential client, so we introduce a new formula to explain impact design.

ID = C + I

Well, it looks the same as the previous one. Explanation needed.

This time with ID, we mean Impact Design. Impact design as a systematic tool for Care (C) and Innovation (I). Why Care and Innovation? Because in the impact design process, our clients decide what they care about (to maximise their impact) and what they will innovate (to maximise their competitiveness). With Innovation, we understand the different scales of changes, upgrades, adaptations and real innovations.

So we end up with two equal yet different formulas that are interconnected:

ID (Identity) = C (Competitiveness) + I (Impact)

ID (Impact Design) = C (Care) + I (Innovation)

Understanding the specific and unique wishes for clients’ competitiveness and impact enables the development of impact design care and innovation goals and activities. All resulting and visualised in a client’s (c) tailored made new impact design formula.

c ID (Impact Design) = c Care (for Impact) + c Innovation (for Competitiveness)

c ID = c CI + c IC

Formula opens the space for tailored made solutions and clients’ motivation to participate in the impact design process. So now the job starts and, as a rule, ends with clients’ scaled competitiveness and higher or even high impact.

 

IMPACT DESIGN, IMPACT MANAGEMENT AND MEASUREMENT

Impact management is a challenging process. Sometimes can be tough to understand and complex too. Therefore it is sometimes easier to mainstream impact management into your schemes and strategies. Impact design enables precisely that. While planning and implementing your business model, you can choose between indicators that will be managed and measured. Based on “flexi-certainty” principles, the Impact design methodology offers a robust yet straightforward impact management and measurement framework.

How is impact design different from impact measurement? That is one of the first questions we get from our clients – entrepreneurs, CEOs, social economy stakeholders, non-governmental organisations and decision-makers.

There are so many methodologies and tools to measure one’s impact. But mainly, they are challenging to understand and complex too. The interesting thing is that measurement is not so decisive for most of our clients – at least not at the start. Their first challenge and priority are more about scaling and maximising impact than measuring it.

They soon realise that you don’t grow, scale, maximise impact or reach high impact only by measuring their activities. It is an important part, but scaling is far more complex and reaching high-impact demands additional tools.

And here comes the client’s second question – can we somehow visualise the scale of impact we could have before we even seriously enter the impact entrepreneurship path? Again, we understand the eagerness, and to answer, we modified the known formula from the business.

Simplified, the level of high-impact equals how many people you affect multiplied by the level of your impact on each. We use the term “people” for different impact target areas (could also be animals, environment etc.), and we distinct the level of impact on each (for example, from very small to highly decisive).

HI = P (people) x LI (level of impact)

And it works well for clients to visualise the impact they could or will have before doing anything more complex. They get a feeling of what can be achieved and if that will be relevant enough for them and society challenges they want to tackle. In most cases, the simple and rewarding formula motivates clients not to escape from the measurements but rather to understand it as the first station on their future scale and management impact journey.

Impact Design news

The first two parts looked into the impact field IMPACT OWNERSHIP, where the goal is to determine if the impact and its maximisation are significant for the SCS owner.

In the first part, we looked into the impact field IMPACT OWNERSHIP, where the goal is to determine if the impact and its maximisation are significant for the SCS …

Impact Design is a systemic design and methodological production method for society’s challenge solutions with positive, high impact. Primary is a tool scaling high-impact entrepreneurship philosophy – philosophy developing …

FUND2740

High Impact Foundation

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@2024 – FUND2740 – High Impact Foundation

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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.