DSO Pitch Deck
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Transcript of DSO Pitch Deck
Client Logo
Washington, DCJanuary 2011
Pitch Deck
Development Solutions OrganizationScaling pro-bono consulting services in the international development market
2
Development Solutions Organization (DSO) provides consulting services to international development clients through a student apprenticeship program
DSO links students (undergraduate and graduate) and corporate professionals to form consulting teams that tackle client problems within the international development sector
DSO provides student participants with exposure to the consulting industry, insight into corporate partners, and opportunities for post-graduate employment
DSO provides professional participants with an opportunity to impact the development realm, a wealth of networking possibilities, and management/recruiting experience
DSO provides corporate partners with a pool of potential new hires, who have been tested and vetted during the course of DSO-sponsored client engagements
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Table of Contents
Engagement Model (1 slide)– Explains basic student/professional/client relationship
Stakeholder Incentives (6 slides)– Explains why stakeholders are motivated to participate in DSO– This section is key to understanding why DSO will succeed and scale
Plan, Status, Needs (3 slides)– Fall 2010 goals, roster of participants– Immediate needs: how you can help
Appendix (15 slides)– More detailed analysis of DSO’s model and impact
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Provide Deliverable Guidance
Students
Wor
k on C
onsu
lting E
ngag
emen
t
We combine the reliability of professionals with the scalability of students to maximize impact
Set Expectations and Manage Work
Professionals Clients
Contributor Accountability ScalabilityProfessionals High: directly responsible for deliverables Medium: provides career incentives (see following
slides)
Students High: connects high performers with prestigious jobs V. High: provides career incentives (see following slides)
In our model, professionals gain additional leverage by managing students who actually do most of the work
Engagement Model
Stakeholder Incentives
Plan, Status, Needs
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DSO
ProfessorsUniversities
CorporationsStrategic Recruiting
Partnerships
Professionals
Clients
Advisory Services
Source of Engagements
Manage Engagements and Students
Compete for
Apprenticeships
Appre
ntice
ship
Joint
-Ven
tures
Students
Incentives
Receive high-quality services for free or very low cost
<̶ Professional management<̶ Scalable labor from students
Forge bridges to the private, academic, and civil sector
<̶ Learn about and apply cross-realm best practices
<̶ Expose partnership opportunities
Cost: Time spent talking with professionalsRisk: Failed engagement
<̶ We have placed much thought into mitigating and preventing this risk
<̶ High bar for professionals and students: quality over quantity
<̶ Professionals act as “buck-stops-here” quality control and manager
Costs and R
isksDSO will source engagements from non-profits and social entrepreneurs working in the international development market
Engagement Model
Stakeholder Incentives
Plan, Status, Needs
Before: Students are plentiful and free but quality and consistency are a concernAfter: DSO finds the best and brightest; professionals provide institutional consistency and continuity
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Students compete for apprenticeships under professionals with desirable corporate affiliation, experience, and connections
DSO
ProfessorsUniversities
CorporationsStrategic Recruiting
Partnerships
Professionals
Clients
Advisory Services
Source of Engagements
Manage Engagements and StudentsApp
renti
cesh
ip
Joint
-Ven
tures
Incentives
Create impact in development realm Form a tight and lasting network Convert development passion into a
career<̶ Work experience including
portfolio-building deliverables<̶ References and referrals from
clients and professionals<̶ Corporate partnerships provide
explicit interview possibilitiesCost: Large amount of time as an individual
contributor during an engagement<̶ Projects are semester-long; may
receive course credit<̶ Apprenticeship length determined
by the professional and studentRisk: Failure to deliver high-quality work
may result in loss of benefits
Costs and R
isks
Students
Compete for
Apprenticeships
Engagement Model
Stakeholder Incentives
Plan, Status, Needs
Before: Many opportunities to volunteer but few directly contribute to job searchAfter: DSO provides a direct path from passion (volunteer work) to prestigious post-graduation job
7
Professionals act as engagement leads and “hubs” that recruit students and other professionals
DSO
ProfessorsUniversities
CorporationsStrategic Recruiting
Partnerships
Clients
Advisory Services
Source of Engagements
Appre
ntice
ship
Joint
-Ven
tures
Incentives
Create increased impact Gain leadership, management,
recruiting, work experience Potentially use DSO contacts to
advance personal career Network with like-minded
professionals and professors, up-and-coming students
Costs: Small amount of time as an
engagement lead to create the statement of work
Small amount of time as an engagement lead during an engagement
Small amount of time as a trusted mentor at all times
Costs and R
isks
Compete for
Apprenticeships
Students
Professionals Manage Engagements and Students
Engagement Model
Stakeholder Incentives
Plan, Status, Needs
Before: Many opportunities to volunteer but low ROI in terms of impact and day careerAfter: Increased impact (leverage students), higher ROI on career (management experience, networking)
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DSO acts as a boutique recruiting firm to corporations, offering access to screened, trained, passionate students
DSO
ProfessorsUniversities
Clients
Advisory Services
Source of Engagements
Appre
ntice
ship
Joint
-Ven
tures
Incentives
Better entry-level recruiting<̶ “Pre-release” access to portfolio of
highly-qualified new graduates tailored to team/company needs
<̶ More data points (referrals, recommendations, deliverables) to accurately judge a candidate
Expose employees to management training and recruiting functions
Low-cost, high-benefit CSR
Costs: Potential sponsorship or recruitment
fee to participate Potentially allow key employees to
volunteer on company time
Costs and R
isks
Compete for
Apprenticeships
Students
Professionals Manage Engagements and Students
CorporationsStrategic Recruiting
Partnerships
Engagement Model
Stakeholder Incentives
Plan, Status, Needs
Before: Traditional recruiting has high rate of false positives and false negativesAfter: DSO decreases rate of error by providing multi-faceted insight into candidate abilities
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Many universities realize apprenticeships are effective career instruments and will pay for a turn-key solution
DSO
Professors
Clients
Advisory Services
Source of Engagements
Incentives
Provide students with relevant work experience opportunities
Provide students with learning opportunities inside and outside the classroom
Increase effectiveness of career center
Costs: Potential sponsorship fee to
participate Resources to assist DSO in
communicating the apprenticeship opportunity to students & professors
Costs and R
isks
Compete for
Apprenticeships
Students
Professionals Manage Engagements and Students
CorporationsStrategic Recruiting
Partnerships
Universities
Appre
ntice
ship
Joint
-Ven
tures
Engagement Model
Stakeholder Incentives
Plan, Status, Needs
Before: Traditional career center caters mainly to “jumps-through-hoops” studentsAfter: DSO reaches “under radar” segment who also excel in their area of passion
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Professors convert their knowledge and research into concrete impact by acting as executive advisors and influencers
DSO
Clients
Source of Engagements
Incentives
Help top students and advisees with career
Network with private and non-profit sector
Advance development agenda Gain access to case practices in
international development
Costs: Small amount of time as a mentor Small amount of time as an
engagement key advisor (as needed)
Costs and R
isks
Compete for
Apprenticeships
Students
Professionals Manage Engagements and Students
CorporationsStrategic Recruiting
Partnerships
Universities
Appre
ntice
ship
Joint
-Ven
tures
Professors
Advisory Services
Engagement Model
Stakeholder Incentives
Plan, Status, Needs
Before: Research does not reach field practitioners who could best utilize itAfter: DSO builds bridges between professors and NGO/student/corporate/entrepreneurial practitioners
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Clients were sourced through , a leading network of social entrepreneurs– Engagements (1 paid) are expected to conclude at the end of the Spring semester– Functional areas are strategy/marketing, prototype creation (web app), usability analysis
Students were recruited during a weekend-long kick-off event at – 140 applicants were evaluated for cultural fit, entrepreneurial spirit, and clarity of thought– Selected students possess a broad range of skills (MBAs, HCI, engineers, policy)– Collective work experience includes
Professionals span a gamut of industries, skills, and years of work experience– Collective work experience includes
Recruiters from several corporations were engaged to gauge interest– In addition to accepted students, companies have also expressed interest in applicant pool– Recruiters from have committed funds or are in approval process
DSO is currently finishing its pilot semester, encompassing 3 clients, 13 students, 7 professionals, and 13 directors
Engagement Model
Stakeholder Incentives
Plan, Status, Needs
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Core Contributors (Vice President)1 [~10-20 hrs/week] 2
– Manages at least one major part of DSO in addition to acting as a hub.– Example: Manage Carnegie Mellon relationships, kick-off event, student recruiting– Example: Manage all corporate relationships including professional recruiting and
partnership strategy
Hubs (Principal) [~10-15 hrs/week]– Completely understands DSO and evangelizes to others– Recruits and manages one or more engagement leads; optionally, recruits students– May or may not act as engagement lead depending on number of ELs recruited
Engagement Leads (Associate) [~10 hrs/week]– Manages at least one client relationship and 1-3 students– If possible, recruits other engagement leads and (optionally) students
Strategic Advisors and Board of Directors– Includes professors, experienced non-profit leaders, accountants, lawyers, etc.– Board membership depends on expected level of effort
Immediate Needs (in order of priority)
Engagement Model
Stakeholder Incentives
Plan, Status, Needs
1) Position titles and responsibilities will change after Fall 2010 pilot based on performance and future needs.2) All commitment estimates are estimates and may vary drastically based on skills, involvement, and network.
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If you like this initiative you can support it or contribute by:
Volunteering as a core contributor, hub, engagement lead, strategic advisor, or director – If you are passionate about this idea, I am sure we can use you– See previous slide for role descriptions
Promoting DSO by telling potentially interested friends and acquaintances– Feel free to circulate this deck– We are looking to talk with professionals, students, and companies
Feedback is always appreciated
Thank you!
I am always happy to talk. Please contact me at: Edwin Shao <[email protected]>
917.463.9978
Engagement Model
Stakeholder Incentives
Plan, Status, Needs
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Appendix
DSO’s Innovative Approach
Key Benefits
Common Concerns
Miscellanea– Positioning– Funding Model– Sample Engagement– Engagement Timeline
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DSO’s Innovative Approach
The Professional-Driven Approach High Reliability
The Student-Driven ApproachHigh Scalability
The DSO ApproachHigh Reliability, High Scalability
DSO blends the best features of current volunteer brokering models
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Contributor Accountability ScalabilityProfessionals High: take personal responsibility for all deliverables Low: depends on sense of altruism, low professional ROI
Taproot
The traditional pro-bono consulting model enables business professional to donate their skills to help nonprofits
The Taproot approach delivers reliable results, but suffers from low scalability.
Clients
Apply to Volunteer Apply for Services
ProfessionalsWork on Consulting Engagement
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Contributor Accountability ScalabilityProfessionals Low: not responsible for deliverables Low: depends on sense of altruism, low professional ROI
Students Low: schoolwork and career tend to come first High: this model has appeared on dozens of campuses
Apply to Mentor Apply for Services
Apply to Volunteer
Provide Mentorship
CC
Another successful model is student-driven and utilizes professionals as mentors
The campusCATALYST (CC) approach is very popular but delivers unreliable results
Professionals Clients
Students
Wor
k on C
onsu
lting E
ngag
emen
t
This professional componentis optional: in some cases, the entire organization is student-driven.
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Apply to Mentor Apply for Services
Apply to Volunteer
Provide Deliverable Guidance
Students
Wor
k on C
onsu
lting E
ngag
emen
tDSO
In our model, professionals gain additional leverage by managing students who actually do most of the work
We combine the reliability of professionals with the scalability of students to maximize impact
Set Expectations and Manage Work
Professionals Clients
Contributor Accountability ScalabilityProfessionals High: directly responsible for deliverables Medium: provides career incentives (see following
slides)
Students High: connects high performers with prestigious jobs V. High: previous model scalability + additional incentives
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Key Benefits
Corporate Partnerships
Academic Partnerships
Stakeholder Analysis
Benefits of this model are increasingly obvious when viewed from a stakeholder perspective
20
DSO
We will attract top students by incentivizing outstanding work with recruiting opportunities at prestigious corporations
Students
Corporations
Recruit T
rained Students
Strategic Partnerships
DSO-Corporate Partnerships Corporations gain cream-of-
crop students DSO gains recruiting channel
to incentivize students DSO potentially gains
sponsorship grant or recruiting fee
DSO potentially gains access to additional professionals
Apply to Lead
Professionals
Provide Recommendations for Excellent Work Compete for
Apprenticeship
Provide Referrals for Exceptional Candidates
Clients
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DSO
We will work with professors and universities to reward course credit and source quality candidates
Students
Corporations
DSO-University Partnerships Universities increase effectiveness of career center DSO gains on-campus promotion channels DSO potentially gains sponsorship grant
Compete for Apprenticeship
Clients
Universities
Professors Provide Recommendations, Course Credit, Mentoring
Recruit P
rofessors
Strategic Partnerships
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Stakeholder Analysis
Stakeholder Benefits CostsClients Receive professional services – for free
Transfer private and academic best practices to non-profit sector
Time spent talking with professionals Risk of failed engagement
Professionals Create increased impact Gain management, recruiting, work experience Potentially use DSO contacts to advance
personal career Network with like-minded professionals,
professors, and up-and-coming students
Small amount of time as an engagement lead to create the statement of work
Small amount of time as an engagement lead during an engagement
Small amount of time as a trusted mentor at all times
Students Create impact Gain work experience Network with established professionals, like-
minded students, and professors Explicit path to convert development passion
into career; helps focus career goals
Large amount of time as an individual contributor during an engagement
Failure to deliver high-quality work may result in loss of benefits
Corporations Gain cream-of-crop, trained entry level hires Employee participation in DSO is low-cost way
to fulfill CSR while training employees
Potential sponsorship or recruitment fee to participate
Professors Help top students and advisees with career Network with private and non-profit sector Advance development agenda
Small amount of time as a mentor
Universities Increase effectiveness of career center Potential sponsorship fee to participate
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Apply for Services
Summary of Relationships
DSO
Students
Universities
Professors
Recruit P
rofessors
Strategic Partnerships CorporationsStrategic Partnerships
Professionals Clients
Compete for Apprenticeships
DSO is an organization that specializes in networking
Apply to Lead
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Common Concerns
Will enough professionals and students be interested?
Will professionals have enough time?
Will students have enough time?
How is this different from an internship program?
What is your revenue model?
Why are you uniquely qualified to do this?
Microsoft Office Word Document
25
Miscellanea
Positioning
Funding Model
Sample Engagement
Engagement Timeline
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Non-profit strategic consulting is a $1.5bn untapped opportunity
High market demand but small and fragmented supply-side– Demand: 200,000 non-profits $1.5bn consulting services market– Supply: 3,000 providers $600m annual revenue
Statistics from Taproot Foundation, Pro Bono Strategic Consulting: The $1.5 Billion Opportunity (2008) and Harvard Business School, The Bridgespan Group (2000)
The value of corporate involvement lies as much in expertise as it does in monetary support. – Bill Gates
Large Business Consulting Firms• Smallest segment,
highest profile• Only ~100 annual
engagements per
Boutique Consulting• Fragmentation
• Local or regional presence
Solo Practitioners• Largest segment• 2,000+ providers• $180m revenue
Volunteer Brokers
• Fragmentation• Local or regional
presence
Large strategy firms possess tools and scale but lack sensitivity to the non-profit sector
Consulting firms with non-profit experience lack scale and strategic experienceSu
pply
Seg
men
tatio
n
Public Serving• 1,000,000 organizations
Direct Service• 500,000 organizations
Foundations• 54,000 organizations
Dem
and Segmentation
27
Funding Model
In the beginning, costs will be extremely low due to volunteer-orientation– Travel, lodging, and meals for one kick-off weekend– All work will be done remotely with extensive use of tele/videoconferencing– For the Fall 2010 pilot, the kick-off weekend may be self-funded: we are working with CMU
to fund or subsidize a portion of expenses
As the program expands, multiple channels of funding will be tapped– Foundational grants– Student recruitment headhunter’s fee– Annual corporate membership fee to formalize relationship and allow recruiting– Flexible client fee structure; retrospective “pay-for-value” donation– Corporate donations and sponsorship– Corporate networking events, entrance fee
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Sample Engagement
Please see attached document:– Double click icon to open. Microsoft Office
Word 97 - 2003 Document
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Example Engagement Timeline (1 Semester)
Month .25 .5 1 3 4
Meet with leads to explain requirements and negotiate SOW
Scope Statement of Work (SOW)
Close
Client
Students
Professional:Engagement
Lead
2
= Specific Responsibilities= General Role
Engagement Progress
Meet with leads to provide feedback on deliverables and meet with engagement lead to ensure project is on track
Professional:Workstream
Lead
Coordinate with client and workstream leads to ensure successful SOW
Design SOW
Work with engagement lead to split work into discrete
workstreams
Provide Feedback on SOW
Project Management for Engagement
Deliverable Management for Engagement
Deliverable Creation for EngagementBackground Research
Work with workstream lead to determine appropriate background research and
training to undertakeAccomplish deliverables with periodic checkins with workstream lead
Work with students to understand SOW and needed deliverables
Manage workstream progress, reporting to engagement lead
Periodically meet with client to report on progress and ensure all workstreams are on right track
Provide Feedback
Assess Project Success
Assess Student Work
Close Out Work
Provide critical feedback and schedule follow-on
work if desired
Produce project report based on feedback from
all stakeholders
Provide feedback to engagement lead on workstream quality
Provide feedback to leads on difficulties
encountered