How does it work?

Amber - FasTrack Project

Fast-TracKid Business System

Summary

The Amber - FasTrack  project requires to synchronize its business system. The research is essential to know the reality of the problem, as well as the success cases and it is the key to develop the suitable application to attend the real needs. The  develop phase should have tests and feedbacks before trigger the final production of the cardboards and apps. 

The marketing should be aligned with the production to know the availability of the product, but also, the promotion should include only what the product does. The services are essential to measure the product and the services, and feedback the research and development, to plan second versions.

Research & Development

There is no product or service useful if they do not attend customer's needs and cover their expectations. In software development, a common mistake is to start to programming without listen the customer first.

The idea should be shaped by the customers. The Development team and Idea Founder must be coordinated to ask for interviews with associations, like AMNRDAC and gather the most information as possible. How they operate since they received a request to look for a kid: careful attention about the information flow, security associations involved, response time, response channels and feedback.

Once the problem has been understood and our idea has been shaped with final users' needs, we can make the design. As a best practice, have feedback with our customer and final user. An effective tool is a prototype, the customer can see real time how to use it and its potentialities.

The software's final version has to be tested exhaustively in its different components: network performance, database security, application performance, robustness (error handling), user friendliness. The face recognition functionality should be tested with images of low resolution or / and lateral and frontal exposures, or even scratches in the cardboard.

Production

The products and services should be coordinated and working in production in parallel. In our case, the cardboards, smartphone applications and call center.

The production of the cardboard implies the material and the generation of the Q-code to have our own records to track and with it is easy to scanner the information of the kid, to update or trigger an alert faster and avoiding hand errors.

The smartphones applications' production should be running and available 24/7. The technical manager should be in coordination with the third parties which will handle the service of the databases and the application repository.

The call center should work 24/7 to track the activity of the cardboards, applications, survey applying, and help desk.

It is important to mention, products and services should have a maintenance, as well as, all the social media: Facebook and Twitter.

Marketing & Sales

The promotion of the cardboards should be coordinated with the actual production. The registration of the cardboard through the smartphone using the Q-Code, also let us know in real time how our product has been consumed, through which channel (schools, churches, supermarkets), and estimate further production. So, we can measure the effectiveness of our marketing labor.

The cardboard includes information about our Facebook web page and Twitter account. These services should contribute to promote the product and services, but also to measure its penetration in the market and expansion.

The marketing should be clear about the purpose of the product and what are the expectations of it, and what does not include.

Distribution

The distribution channel will be directly in schools, churches and supermarkets, it can be done for security of the material by Distributors like DHL, UPS and with a prepaid form to send back the remaining cardboards. The Q-code and the activation of the cardboard helps to match which cardboards left over. 

In the supermarkets; the cashiers promotes other products in cards, e.g.: 1 kg for malnutrition children. The cashiers can promote the Fast-TracKid cardboard as a donation, as well as, rounding the cents of their customer's bill.

Services

The services related to the cardboard should be easy to use and available 24/7. T

• Register a new kid by the smartphone application, through the capture of the cardboard
• Register a new kid, directly through the smartphone application
• Trigger an alert in case of missing, by the smartphone and capture the Q-code of the cardboard
• Denounce as a witness, sending a photo through the smartphone app with recognition and in case of match, internally, the alert is trigger to Missing or Kidnapped Children Association and security authorities
• Recognition by authorities at airport, bus stations or toll booth in highways
• Call center as a tool to measure the product and services and their effectiveness, through surveys, follow ups and help desk.

Something else to take note

• Children personal data security has a particular policies  in Mexico. The authorities look for to shield the this information through the new program RENAPO. The disclaimer information should be included in the cardboard and in the smart application.

Location, Location, Location

Adrianto and I spent a considerable amount of time during our working session last week discussing which neighborhood in Jakarta would be the right one to launch our venture.  In considering the commuting patterns of motorcyclist in Jakarta Adrianto identified two neighborhoods, Bekasi to the east and Depok to the south, that are the primary neighborhoods for many low income motorcyclist.  The residents in these neighborhoods cannot afford a car and therefore must rely on the motorcycle as their only form of transportation.  This is exactly who we want to target. 

Next we looked at the main streets connecting Depok and Bekasi to the center of Jakarta to get a feel for the number of motorcycle shops on each street.  Turns out the commute length from both neighborhoods into Jakarta is about the same (~7km) and both routes are comprised of ~100-125 bike shops.  Based on our sales targets for year 1 it became apparent that we would only have enough rain suit supply to support distribution in one of these neighborhoods.  Seeing that the potential market size on each route appeared to be about the same I asked Adrianto if he had any preference.  Around Depok is the area that Adrianto is more familiar with so it looks like this will be the perfect area to launch our rain suit in Jakarta.  We of course also wonder why not launch in both neighborhoods?  This is something we are still considering however starting small in the interest of learning as much as we can for as cheap a possible (an idea popularized in The Lean Startup) is import to us.

The Importance of Education + Legal Incentives

In class, we talked about the importance of considering the legal, political, economic environment, etc. when starting a business and being able to justify the chosen location for one's principal place of business.  I wanted to further explore what some of these factors might look like and came across this article, "8 cities that want your business."  Jennifer Lawinski, a CNNMoney contributor, has identified elements within each of these cities that would justify starting a business there.  To my delight, Pittsburgh - my home and the chosen location for our venture - is one of the eight identified cities.

Let's take a look at some of the factors that she thought were important...

First up, Pittsburgh: Jennifer highlighted the strength of InnovationWorks and AlphaLab, an economic development organization that is the region's largest seed-stage investor.  She also pointed out that business consulting is available, a grant program helps small manufacturers improve their efficiency and that there are a number of strong universities providing support in the region.

Next, Miami: Lawinski focuses on the Launch Pad, an assistance network which supports University of Miami students and alumni who want to launch ventures, especially in the south Florida area, by offering "business education, one-on-one consulting, networking events and other resources" to entrepreneurs affiliated with the university's schools.  The focus is not so much on starting the business but is on educating the entrepreneur.

Menlo Park: The highlight here is the Foundry, an incubator that helps transform ideas for medical devices into successful companies.  It offers "business development advice, fundraising assistance, market analysis, management training, work space," etc.

As you can see from the above examples, a key element of a positive environment for entrepreneurs seems to be education and support.  A main legal component, as evidenced by Arlington, Gahanna, Ohio, is offering tax breaks.  Arlington offers tax incentives for businesses that add employees determined by how many and where.  Gahanna, on the other hand, offers up to a 50% rebate on the city income tax for up to five years.

In summary, it is beneficial for my partner and I that Pittsburgh offers an economic environment that is becoming more conducive to entrepreneurship with the presence of existing and up-and-coming incubators.  However, Pittsburgh still has a way to go in terms of venture capital and the legal environment.  As someone who is pursuing a joint law degree, I hope to advocate throughout my career for ways to make Pittsburgh a more friendly legal environment for start-ups.

What other factors do you think are important for a thriving entrepreneurship community?

Digging into the details

This week are looking at organization structures, the scope of the venture and the hiring plan. I have very little knowledge defining organizational structures in business terms. So I did a little bit of research to find the right terms. I have worked in both start ups and large companies, the former being completely flat the latter was divisional and hierarchical.  CycleRaja will only function in a flat design driven structure. The future of CycleRaja is based in design innovation. To encourage innovation the company has to be organized to support employees' creativity. Creativity is not limited to making the helmet "shiny". Many businesses loop design at the end of their product process to "shiny-fy" their product but what a lot of companies don't understand is the full range of what design can offer. Creativity is a key ingredient when you are penetrating a unique market. By focusing on the needs and behaviors of our target market we will be able to creativity break into the market and spread and have the kind of impact that we would like to have. 

The core leadership team has to have a member with a business background and hopefully someone who has experience working with developing economies. 

Scope of the social venture

We looking at the business cycle in class this week (shown below). Visually looking at the process makes it easer for me to understand what will be done in house and what will have to be outsources. 

Research and development will be conducted through a partnership with a material engineering company based in India that has experience working with foams.

The production of the soft core foam and the customizable shells will be outsourced to micro-factories that will set up by CycleRaja but handed over to the community. The idea is to support local economies and help people build expertise in manufacturing. 

Marketing and sales: Marketing will be outsourced to companies that are local to the cities that CycleRaja is expanding to. To popularize CycleRaja helmets it is important to use mediums that our target market is familiar with, this includes advertising on regional channels using local celebrities. Another aspect of marketing will including hiring autorickshaws  to penetrate into different areas of the cities and advertise. This is a mode that is used by politicians during elections and by the government to announce health camps for the poor.

Autorickshaw used for political campaigning 

Distribution: To ensure that the bicycle helmet is available in every local store I have to make it easier for cycle store owners to access it. For example I recently found out that Decathlon India (http://www.decathlon.in/) a warehouse for sports goods has made it easier for shop owners to stock up on bicycle accessories because they offer them for cheap. Decathlon has reduced their distribution cost by setting up a single Costo like self service warehouse with goods that both private individuals and business owners can buy. Would that work for me? Will I have to set up hub in each city to support distribution. I think I have rethink this aspect of my business. I could also emulate distribution  of successful Indian cycle companies like TI Cycles of India. 

Service: CycleRaja will not have it's own shops where the helmets will be sold. By using existing local cycle shops we will be eliminating service costs. 

Partnerships 

Distribution of bicycle helmets will not be possible without the help of local small business owners and therefore it is important for CycleRaja to build good relationships with them. Other partnerships include our foam suppliers, manufacturers and the leads in our distribution system that will take our helmets and put them in the hands of the bicycle shop owners. 

Hiring plan

I don't have the hiring plan right now but I have an idea of what I need. Starting off I will require a marketing team to help bring CycleRaja visibility and to educate the public about bicycle safety. I will also need a team to work on building partnerships with shops and to monitor the distribution. I will have to think through the timeline for the hiring period. I would like to keep the team small and tight for the first couple of years to reduce spending and focus on the product and breaking into the market.

Phew. I wish there was a term for "brain pain from thinking business" because that is what is happening right now.

Defining the Vision of Social Ventures

Yesterday, I read an interesting article of one of my colleagues at Heinz College, Varun Arora, who writes in a blog about technologies for education and development, and who leads the start-up theopencurriculum.org. His point was that most of tech start-ups have become elitist. He defines this term as ventures that aim to benefit a really small % of society. He believes that, in spite of having great talents that can solve world issues, most of tech start-ups are focusing towards making profits indistinctly to the goal of the venture.

Although I agree with most of his arguments, I believe that this problem is also present in social ventures and is related to a lack of a clear vision of the company or venture. Which should be the definition of the vision of a social venture, the service it brings or the issue it lessens? Which is the value that a social venture creates, the product/service itself, or the mitigation of a social issue? I believe that the vision of social ventures should be built defining the future of the social issues, not the positioning of the social venture in the market.

Collin and Parras argue that a company’s lasting vision should include two components: a core ideology and an envisioned future. The first one is related to the values of the company, its purpose. Disney works through the imagination to make people happy. The second one is about having ambitious plans. Sony envisioned having world recognition for Japan’s products.

Based on this idea, I propose that social ventures should look to define its vision centered on the issue that they are confronting rather than the ideal market they will be serving. The core values should be directed to reduce poverty, hunger, among other issues. The envisioned future should be related to people, not the product or service. It means that social ventures should plan to position people in an upper quality level rather than positioning the venture in an upper level in the market.

The vision of social ventures is a key component of the success of them. Misunderstanding the purpose of the ventures, and confusing the core ideology with the envisioned future could create problems since the foundation of the start-up. Even more, in this case, we will be wasting talents and resources that could be directed to lessen world issues, and not just responding to particular interests.

Your kids security is priceless

Source: http://www.kidsafent.com.au/images/gallery/kids.jpg

Amber - FasTrack project

All parents know their kids' security is priceless. However, parents must be aware how they can protect them.

Objectives

The Amber - FasTrack project's objectives are:

• Create awareness in the society to protect children from a possible abduction
• How to react in case of a kid abduction, providing tools to parents and security authorities to find the kid in the first 48 hours. 

The Amber - FasTrack consists in products and services. The main market are parents with children under 18 years old. The main places to promote the product and services are schools and churches in Mexico City . The promotion is by social media and using customer evangelists in schools and churches.

Product & Services

The Amber - FasTrack Product consist in two parts:

1. Cardboard to keep it in a safe place with the next information:

• A recent photo of the kid. It should have visible and clear: front, nose, ears, mouth
• First name and last name with legibly handwriting
• Birthdate dd/mm/aaaa with legibly handwriting and/or Unique of Population Registry CURP
• Blood type (If it is known)
• Enter one or two mobile numbers or landline phone to be contacted or send confirming receipt of the cardboard
• Special physical peculiarities with legibly handwriting
• Keep a hair tress
• Capture kid's 10 fingerprints

2. Smartphone  Amber - FasTrack app to capture the board information and send it to the main repository in the cloud, as well to capture the kid information directly to the repository, instead by a cardboard.

• To capture the cardboard, just select the option inside the app
• For donations, just choose the option
• Capture the photo of the kid, at least of 640 X 480 resolution camera. It should have visible and clear: front, nose, ears, mouth
• Enter First and Last name
• Birthdate dd/mm/aaaa with legibly handwriting and/or Unique of Population Registry CURP
• Blood type (If it is known)
• Enter one or two mobile numbers or landline phone to be contacted or send confirming receipt of the cardboard
• To keep the hair tress, it will be physically, but with instructions how to do it appropriately
• Through the biometrics functionality, capture the ten finger
  

The  Amber - FasTrack Service consist in:

• Update the information of the cardboard or by the smartphone app directly to the database every 6 months, mainly the photo.
• Send reminders by mobile message or leave a voice, to update the cardboard information (photo)
• Send alerts of news of modus operandi of traffickers and zones more vulnerable
• Report a missing or kidnapped kid and send the alert to the local police, airports and bus stations security. The information includes time when the missing happens, last place the kid was seen to delimit the zone the kid could be.
• Denounce as a witness: facts description, location, time, upload photo and video.
• Face recognition and comparison with database of missing kids, and alert the authorities
• Reporting statistics with patterns and findings (exclusively with an app account and its activity will be monitored its users usage) as an alternative tool for law enforcement and security authorities, but also for social organizations helping  missing kids to come back with their families as soon as possible.

Price

In construction

Promotion

The  Amber - FasTrack, will be promoted by parents who are the most interested of their children's security. 

• Presentation of ten minutes to the Parent's Association
• Pamphlets with relevant information about how to use the product and services
• Parents in their children schools as an evangelist labor
• Videos of 3 minutes posted on our Facebook webpage and sending as an invitation to visit our website:
• Video to aware parents and children about the importance of their security
• Video about how to use the app and the cardboard
• Video about how to use the application and different services

Place

Due to the distrust  on security authorities, and in some cases, unresponsiveness.  The main places to promote actively the cardboard and the application to register  are schools, churches and supermarkets.

• Parent's organizations like Mexican Association for Missing and Kidnapped Children AC (AMNRDAC). We can cork with them, and leverage their renowned reputation as civilian asocation
• Private Schools and after a success penetration, ask to the Ministry of Education in Mexico (SEP) to spread the word into public schools. We are trying to push the market , instead waste effort trying to change policies 




• The churches for different religions have a high influence in the society. They handle and support social programs for their communities
• Supermarkets, like Walmart, Superama, and Soriana. Places where commonly children are abducted/

The A-Team

  As the past weeks lectures had brought up past conversations a I have had with organizations I have been a part of and readings I have done. From these experience there has been a common theme thats resonated; establishing the right team is crucial to the success of your organization. You may have the brightest people in the world be part of your company but if its not the right mix of people it could proved to be more of a determent than asset. Yet as a start-up venture it is even more crucial to have an eye for talent, because often times the room of error is much smaller.

I have had the great fortune in meeting an array of interesting people through out my life. One of them has been James Guiterrez, founder of Progreso Financiero. In an interview he gave James said, "Hire Missionaries, Not Mercenaries". He went out to say that you should always hire based on culture and fit first. "You may hire someone with a great set of skills who is very accomplished but does not believe in the mission of the company, they will in all likely hood destroy your culture. In addition James said "As the leader of an organization you need to make sure you are always brining on people who truly connect with, and are motivated by the mission of your company and culture. Once you hire a "mercenary", they attract others like them who can destroy a company from the inside. It may happen gradually but you can see your company changing."

This leads me to my second point, passion. In any industry this is vital for you and those around you. Speaking from personal experience I was at a company were I did not have the passion for the organization. In any job, even if you love it, there will be those days in where you do not want to be there or you may simply be having a tough day. As many before me have attested to, when those days arrive what gets you through those days is the passion. In my case, I did not like where I was at and thus when those days came I was miserable which led to my performance suffering. Yet, when I was at an organization where I did have the passion for it clearly reflected in my work. Additionally, when I was having those "tough days" what kept me going was the passion and love I had for the organization.

Thus when constructing your A-Team for your own venute make sure to not only look for the brightest talent available but also make sure they're a fit. If not, it could turn into a black plague within your venture. This could proved to be the hardest component to maintain the venute afloat.

Capacity Building through Marketing and Celebrity Endorsements

Water.org took a unique approach to marketing with this YouTube add. Instead of using a traditional public service announcement via TV commercial, they resorted to hosting a fictitious press release with Matt Damon.  The use of celebrity endorsements by non-profits is nothing new, but this ad struck me as unique in that it adds humor to a very serious issue in order to gain awareness.  But did the ad work? According to Damon, "Statistics like 'every 20 seconds a child dies from a preventable water-borne illness’ are shocking and true. But people aren’t shocked by statistics. And they don’t want to share them with their friends.” After launching this video, the visits to water.org's website doubled its record high, with over 90,000 visitors taking some sort of action, whether it was signing up for water.org's newsletter or making a gift to the website.  The conversion rate of viewers to those who took action is predicted to be around 35%, an astonishing rate compared to most viral PSA programs.  Furthermore, the aggregate social reach of this program is expected to exceed $16 million people. 

But can Water.Org support this level of capacity, and where do they go from here?  According to McKinsey & Company, there are 7 elements of nonprofit capacity including:  Aspirations, Strategy, Organizational Skills, Human Resources, Systems and Infrastructure, Organizational Structure, and Culture.  Currently Water.org has an operating budget of around $9 million annually and 37 full time staff. It was founded in 1990 in Kansas City, and now operates in 8 countries.  This non-profit is relatively small considering the its level of awareness.  The culture of the organization gives the perception that it is much larger and young in character.  The reason for this being the Matt Damon press release is targeting a younger demographic, one that may not typically donate to such causes or be aware of the need for clean water across the world.  By targeting this market segment via celebrity endorsements, water.org is diversifying its donor capital by appealing to younger audiences. 

Significant capacity building by non-profits is often times more difficult to achieve than for-profits due to financial and operational constraints.  Water.org is seeking new ways to reduce this financial constraint through expanding its donor base.  Furthermore, employing volunteers to help further the firm's cause reduces the operational constraint as well.  The mission of water.org is incredibly daunting, in that it seeks to help over 2 billion people in the world.  However, innovative approaches such as this ad will help the organization to remain competitive and solvent, characteristics that many non-proits struggle to achieve.

sources:

http://water.org/about/

http://www.fastcocreate.com/1682644/matt-damon-and-waterorg-on-building-a-winning-youtube-campaign-toilet-striking

http://www.vppartners.org/learning/reports/capacity/assessment.pdf

Capacity Building Considerations

Building capacity in non-profit organizations or social enterprises is often difficult. The expertise is such areas is with the services provided or social mission/goals of the organization. The business expertise is often lacking. This creates difficulties in planning for increased capacity. What even defines increased capacity can be difficult and varies between enterprises. Often operating on a shoe-string budget, providing services now is a priority.

I feel our enterprise can avoid some of these pitfalls. Using the model of current for-profit financial entities provides a blueprint of how things can work. As a services provider that relies on human capital, our capacity constraints are talent and a information technology infrastructure. The human talent is what worries me the most. Finding talented individuals to do difficult work can be a challenge. I constantly read of a talent shortage and know those individuals that will be fit for the job are in an even shorter supply. Additionally, we will be competing with prestigious financial firms for this talent. We hope to be competitive on pay, something or social enterprises may have difficulty with, but in the financial services industry prestige matters. The IT infrastructure we will need is less of a concern. Such services have almost become commoditized and are mostly restrained by a lack of vision. At the outset, we have viewed this business as extremely scalable, therefore we believe we can avoid this problem.

Perhaps the biggest issue in IT, and in the business as a whole, is the initial capacity. We will need to make up front investments and will not see a return for an estimated 2 years. This is because the measurement of program outcomes take time. The initial investment in capacity and the judicious use of capital is of utmost importance to us in the beginning and should be where our attention as it relates to capacity should be focused.

In Good Times and Bad...

     Using “The Beermat Entrepreneur” terms, our team currently has two entrepreneurs (Mark as the idea originator/driving force and me as the sounding board/active iterator) and maybe a couple of mentors (thinking of the board members at our incubator + the mentorship we get through Professor Zak).  Mark and I can probably stumble through the sales and marketing for a while, but it is clear that someone with serious technical expertise will be needed in the future.

     In the meantime, we can look at what Mark and I bring to the table.  We often chuckle whenever an analogy is made to start-up partners and spouses.  We have both been with our significant others for the better part of a decade – I have been married for a few years and Mark will be married in a few months.  Buried underneath the cliché, however, I can see some striking similarities encapsulated in the happiest moments to high stress moments generally not experienced outside of a marriage context. 

      I was concerned at first about Mark and I working together because we seemed to share several of the same strengths and not be the most complementary pairing.  We were also entering into this adventure as close friends.  In the five months that we have been working together, this has posed challenges because I have found myself in certain moments either being less straightforward or, alternatively, more blunt than I might be with someone other than a close friend.  We’ve also complemented each other in surprising ways. I am somewhat of an Eeyore to Mark’s Tigger – not the most sophisticated example, but accurate.  Occasionally, I bring him back to Earth and, frequently, he makes me believe again.  We push each other towards the middle.

      Working together provides an unusual bond from a friendship perspective, and most importantly, I respect my partner on a deep level.  Like a good marriage, I think we bring the same core values for the business to the table and are committed to continuously improving our partnership relationship.  I do believe that we are the right pairing to lay the foundation for the house, and I look forward to seeing other team members added that can even better complement Mark’s skills…especially as I take more of a backseat role in the future.  Going forward, I think we can continue to work on differentiating duties, breaking tasks into sizeable chunks, and communicating effectively. 

     For teams whose friendship started before your mission statement was written, what do you perceive as your advantages and challenges?

Do I Get to Pick My Company’s Culture?

It takes approximately three seconds after I talk to friends about my company before I field questions such as “are your offices going to look like Google’s?” or “will you buy supremely ergonomic chairs?”  I usually chuckle at the thought, especially when my pre-revenue company bank account reads $0.00.  And yet there is this implicit assumption that start-up companies are cool places to work, and must look that way as well.

My guess is that the aesthetics and culture that people imagine for start-up companies is a function of how lean those companies must be in their early days.  A small office with few employees will need an adaptable shape and is likely full of younger minds with plenty of creative juices – no need for built-in cubicles, right?  A small budget makes for a minimalist design of the office by default.  Even if I did want to cover up that exposed brick wall or fix the cracked concrete floors, I don’t have the money.  Besides, how would one skateboard to their desk if the floors were carpeted? 

These insights do however raise some interesting questions about company culture, especially for start-ups.  Is there an archetypal culture to which tech start-ups must conform?  Is the pool of potential employees expecting a Google-esque style of operating?  How soon until I am paying for everyone’s meals and babysitting?

The McKinsey report on non-profit capacity building provides some analogs to the start-up world.  The company’s culture would seem to derive directly from two general factors: our values and our “performance culture.”  From a values perspective, our work is fairly well-defined: help college students afford college.  By default, that type of work requires that we remain culturally-attuned to the needs of college-aged users.  At the same time, we work closely with companies and universities, both of which will look for some degree of formality.  These factors suggest that we may conform to some degree to the quintessential tech start-up – a young, fresh, connected environment that can dress up when necessary for corporate clients and investors.

From a performance culture perspective, we will be connecting our success back to the success of students at every benchmark.  Our mission is completed when our work creates a more affordable higher-education environment for everyone, and for that reason, we must create a culture that is best fit to tell the story of the college and career-building experience.  That being said, we will likely need to conform to the start-up cultural prototype so long as it continues to enable our mission and performance.

Do I get to pick this culture at CEO?  Yes and no.  As I set the vision for our company’s success, I am self-selecting cultural designations by default (whether I know it or not).  In that sense, I have the ability to change our strategy, which will gradually shift our culture by default.  The best CEOs, I imagine, are the ones who can shift strategies in such a way that the company culture remains just as high-performing or more so throughout new directional settings.  

The ever-present threat?  Culture is not as easy to change as strategy.

How do your values and performance expectations provide insight into your company’s culture?

Sources:

http://www.torbenrick.eu/blog/performance-management/10-key-elements-in-creating-a-high-performance-culture/

Effective Capacity Building in Nonprofit Organizations (prepared for Venture Philanthropy Partners by McKinsey and Company, 2001) at:

http://www.vppartners.org/learning/reports/capacity/assessment.pdf