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HUB Strategy Gathering 2013, London
Transcript of HUB Strategy Gathering 2013, London
Are you / we:
Dots represent the network
Names represent the local HUBs HUB STRATEGY GATHERING
13TH - 18TH APRIL 2013
LONDON Purpose Who was there? Where were we? To gather HUB network representatives to discuss and progress the HUB's global strategy and governance. 38 HUBs represented
6 HUB Company
3 HUB Association Directors
3 HUB Associates
2 HUB Clusters
3 Advisory Council Members HUB Founders, Management, Associates & Cluster representatives who contribute to the global vision & strategy of the HUB network Who was invited Objectives Share & Understand [our current network reality & direction]
Strategise [explore and design our global ambitions]
Govern [prepare & take decisions on key global matters]
Connect [as a network and people]
Exchange & Collaborate [with our knowledge & ideas] For a full attendants list see: http://bit.ly/ZIbvwn What we did... Who & Why... 5 Days of action-packed fun-filled global collaboration... A DIGEST OF ACTIVITY & OUTPUT "Opposites Attract" ?! http://bit.ly/aukS34 DAY 1: CULTURE &
POSITIONING Being global:
what does it mean to
be & act in a global network? Local Realities Global updates What do we think of where we are right now? Evolution:
where are we heading as a global network? Men / Women Objective: Explore how our local cultures
can assist in shaping our global network. North or South? What are the solutions to these tensions? Polarising our community, what do we see in our network?
Coffee or Tea..?
Mac or PC..?
English 1st Language
Another 1st Language..? Crisis country
Growth country? that's not even 1/2 1. In depth 'Triad' conversations. See some of your notes here: http://bit.ly/Y7yXoG HUB Network at 31.03.13:
38 Open HUBs
6 Candidates (+ 10 in application)
5, 600 members
€6m annual revenue
400 HUB makers
1. (Draft) Network details http://bit.ly/13uwcw2
2. Impact statistics handout: http://bit.ly/10d7kob HUB Company:
Update, objectives & 2013 plan HUB Association Directors
Update, achievements & 2013 plan What should we celebrate about where we are now as a network? What keeps us awake at night / what issues do we need to solve as a network? Knowing what we like & what issues we have - what should be our next giant leap as a network? Presentation: http://bit.ly/17WHjBf HUB Association update Key Take Aways & Questions Presentation (accountability - from slide 13):
2013 Plan (handout): http://bit.ly/17WJ6Gq Discussions on actions
needed with focus on:
Network Evolution & Growth Network Growth Based on mandate from 2012 strategy gathering - a proposal on network growth model presented... Growth model paper: http://bit.ly/ZOC92T
Supporting info: http://bit.ly/ZqBDNO then time for some
strategic discussion... DAY 2:
GROWTH & BRAND DAY 3:
GOVERNANCE Process Comparisons: http://bit.ly/15KQXau
Liquid HUB presentation: http://bit.ly/XWMTzx Elections! Moving key issues forward: Next Steps? Refine the platform & run in parallel with current decision making process until we can make an informed decision as a network. For more information contact Mr Thomas Vaassen New approaches to decision making: An introduction to Liquid Democracy for the HUB mandate & motion creation,
and other key discussions Objective? Elect up to 2 new Association Directors for a term of 2 years each (to take current total to up to 5 Directors)
Why? To increase capacity & skill on the Association Board More about Leticia: http://bit.ly/11CiB5Q
More about Alice: http://bit.ly/ZIKOaX
More about how we do elections: http://bit.ly/13uLC39 Congratulations
Leticia & Alice! Discussion: How might we become a learning organization?
To help answer the question of strength of HUBs, meaning development of teams as first prototype.
Next steps: ...
Responsible: Max Olivia and Alice Fung Closing and back to London... DAY 4:
HUB INSIGHTS DAY 5:
Practice & Innovation
Day http://storify.com/eleanorwhitley/hub-strategy-gathering-2013 For a digest of social media coverage search #hubgath13, #hubinsights and see: HUB Company: Impact report Presentation (Impact - to slide 12) http://bit.ly/17kKnGf Key Take Aways Questions remaining HUB Company: Impact Key Take Aways Questions remaining HUB Company update HUB has demonstrated potential for impact in a measureable manner
We are a growing 'impact economy' of /for entreprenuers by entreprenuers
There is enormous untapped potential! How do we create a system that opens up this potenital? International focus is needed
Two 3rds of our members are impact entreprenuers!
We are past the "no mans land" and cash flow is better
We do walk the talk!
25 % of time on HUB = 50% impact attibuted to the HUB - amazing figure!
This is a truley global network with measureable social impact
Fast growing - but not enough
Ability to put our impact in numbers, data can teach us the content and areas of expertise in the HUB network.
Ambition: would love to change the ratios so the financial & impact combined focus is above the 2 as singular focuses. Where do we go from here?!
What are the roles of HUBs growing sustainably, and the others in crisis / struggling?
How do we use the impact survey for managment / as a management tool?
Is entreprenership the only, or the right measure to be taken in the centre?
How are you compensating for the fact that only 21% of members answered & bias in response?
How can we best align our local strategies to an overarching global strategy with impact based KPIs?
What impact has been seen from the new tech platform(s) especially HUBnet?
How can we start to measure the accreditation to HUB of a member's impact on society? We achieved so much in 2012! We are a real action driven network!
This year will be about getting operations structured, secure & sustainable for a more solid & well stabalised network based org.
Trademark & technology must be priorities (besides growth & onboarding)
You should focus on growth of network & impact - this is where you are strong (why technology?)
We are currently not on HUBops, HUBnet or web, this is a tricky one for us.
Great acheivement in growth with a global, dispersed, team
If we stop growing the budget doesn't work - we have to grow.
The focus on communications is missing!
Partnerships are solid & really add value.
Happy to gear key partnerships & strategy to 2020 are being considered
Evolution is needed - to optimise global / regional / local distribution of value chain, budget expend and control / agency Funding is ambitious & shortfall - is this a case of capacity, experience or what? And, is it the right approach?
What are the targets around reducing % rev share & start up fees?
What do HUB co financials tell us about the challenges ahead?
Are these figures distributed geographically? Is there a plan to analyse regional distrinctives?
What are the partnerships you see / you are developing?
How can local HUBs & / or Clusters be involved in the fundraising / partnerhsips strategy?
Is commuications only a support role, or should it be a manager?
What is the global positioning so far?
How can we ensure we get the best possible platform / resources pre opening & opening to ensure successful launch & sustainability?
Why did we drop hiring somone for operations in the global team?
Replacement for Gabiza's role? A lot of work has gone into the system.
Who is thinking about systems & talent needed for the future?
How should we organise our HUB company 2 years from now? 3 Directors are stretched
Directors currently deal with mostly crisis situations not direction setting
Extending to 5 Directors to build capacity
To what extent can the members of the association take an active role in the direction setting beyond the exisiting voting structure? (applicable to HUB Asn & HUB Co)
How can local HUBs support more efficiently to help you achieve all your stated goals? Highlights of our thoughts...
Best Practice - HUBs that achieved profitability
Unique that we are entrepreneurs building something for entrepreneurs
Global reach allows for scaleable & magnetised programming
The social business model works!
Continuous / rapid innovation & allowance / celebration of failure
High quality of talent
Core is light
High location innovation & impact
Full glorious flip charts here.... http://bit.ly/Y00B4w Highlights of our thoughts...
Going beyond being a space based organisation
We are driving revenue beyond membership
We have global economies of scale - size, spread, investment capital
A social business, community based, service oriented
We are all profitable!
We are truly global, and are more and more intentional
We are locally focused, globally efficient
We have nailed knowledge transfer
Perhaps going beyond the HUB - what are the founders doing next?
There is strong internal support
Full glorious flip charts here.... http://bit.ly/Y00B4w Highlights of our thoughts...
A communication strategy! We don't communicate the stories / communication is under utilised
Maintaining diversity (outside & in)
A lack of shared understanding of the quality of the HUB experience
Becoming excellent... are we pushing with no results?
The governance structure - is it reaching its limits
Regional - Local - Global … getting it right
Clarity on how we can all navigate the system better & receive information
Full glorious flip charts here.... http://bit.ly/Y00B4w And that is it for another year, thanks for digesting!
Your pictures: http://bit.ly/aAsRHc (please add if you have more)
Your feedback: http://bit.ly/14euAdL (please add if you have more)
Questions on the gathering or harvest: Hub Association Board, HUB Company or @eleanorwhitley
Keep connected on HUBnet... hubnet.nationalfield.com What are the tensions in communicating within the global network? Knowing others and collaborating within the network
Prioritising local needs over global issues
Lack of resources: time, money, human resources
Culture, Language, Geography & Time Zones
Lack of clarity around branding and positioning
Learning from failure
Lack of a efficient global communications platform
Form - how do we communicate within the network
Lack of clarity on the value proposition to & from HUB global teams
Tensions in communicating with HUB company
Tensions within our global community and its size For a full list under the headings below, go to: http://bit.ly/13xVR6Z • Have a global communications manager / strategy
• Leadership - from all of us! Give it time & resources
• We should all be realistic with the time and the level of engagement needed to truly engage in global dialogue
• Move from ‘no-one is responsible’ to ‘someone is responsible’
• Move from fragmentation to multiple, and smarter channel communications
• Educational material on cultures & communication
• Monthly global hangout
• More regular communications
• Story-telling from each culture in the HUBzine
• Decide how much communication we really need as a network - work from there (too much info is bad)
• Disseminate a network map on how and where to engage How can we address them? For a full list go to: http://bit.ly/13xVR6Z See all insights here: http://bit.ly/13xVR6Z What are the tensions in contributing to the global network from your local HUB? See all insights here: http://bit.ly/13xVR6Z • Lack of structure / knowledge how to do it
• Lack of time and resources (money)
• Motivation / lack of understanding of benefits
• Member to member communication still missing
• Different focus as you evolve and different capacity to contribute
• Language and culture
• What are the right channels?
• Focus local or engage? -> prioritize local
• Time differences - everyone is asleep when we are awake. Mutual accountability - HUB to HUB
Multi-level approach to large partnerships - top down & bottom up
Do cool stuff & share - don’t rely on structures!
Be ready to engage - invest in the relationship
Regional gatherings, member gatherings, practice and strategy gatherings
Better sister HUB support and induction
Shadowing for new HUBs
Consider ‘global’ as a resource . Objective: Update each other, as peers, on what is happening in our local HUBs. Consider local vision, challenges & excitment. 2. Tribes: What are the overarching / most prevalent issues in each category? See a summary of process & notes here: http://bit.ly/ZwNpGy 3. Communities: What can we collectively learn, & take from our local to the global? Local Realities > collective insights Celebrating our excitements Leveraging our visions Learning from our frustrations
(framed as an appreciative question) http://bit.ly/11G9PDL We redefined entrepreneurship.
Global Brain with local synapses.
Distributed leadership for social innovation.
JFDI! (Just fucking do it!)
A new business model to grow our impact.
The HUB is the big player of convergence for social innovation in each region
Genuine confidence, competence, authority and impact in society Excellent teams make the HUB evolve.
The resilience of scaleable diversity.
The potential of where we are at: break even; new spaces, people, challenges; changing policy; investment; social impact bonds.
Excited to see the first steps on the potential of the network. (already manifested through interest from college students, corporations, public officials)
Successfully connect people around the world for social impact.
We are getting big. Bigger than we thought.
Growth. Potential. Intentionality of the path. How do we resolve the gap between HUB vision and reality?
How can you leverage the best practices, skills and expertise in the network to help your local HUB succeed?
How can we learn to chaordicly design and manage locally and globally?
How can we increase the benefits we get from interacting with other HUBs?
How do you translate the value add proposition when you are battling the day to day?
How can we tell more global HUB member stories?
How do we ensure every HUB is excellent?
What (evolving) business model and leadership practice can get us to our next level?
How can we engage members for life?
How can we find a more impactful and sustainable business model beyond space? 1. Culture & Positioning
2. Growth & Brand
4. HUB Insights gathering
5. Practice & Innovation Day Process and key insights: http://bit.ly/Y0sBoO Objective: Exploration & envisioning of what we are building at a global level Images: http://bit.ly/12pxxEq The HUB as an innovation platform
(app store) What is the, one, true and sincere leap to do as a network now?
What roles should we all take to make it happen? HUB Company: Communication to share innovations
HUB Association Board: Maintain the vision and check it keeps moving forward
Local HUBs: Feed into communications -> share your innovations and support distribution channels
Clusters: North America beta testing.
And? Build a new cluster to set up working protocols for market place/app store. The HUB and SPOKES
The HUB universe consists of a local HUB, connected spokes, and apps/API plug ins Within this model:
1. HUB = a HUB
2. Spokes = other social innovation models from across the world
> detached / affiliated
> open source, API inspired licence
-> if a spoke is successful, the HUB absorbs / connects (strong virtual platform to support).
Local HUBs: source for potential spokes
Clusters: Network and govern regional network
HUB Company: IT platform and support
HUB Association Board: Buy into the “HUB for the world” model. Becoming a true learning
organization, increasing connectivity as distributed network. Local HUBs: developing better practices to connect both locally and globally
Clusters: cluster focusing on increasing n:n connectivity, including members
HUB Company: developing enabling systems to foster distributed communication -> very simple systems and practices
HUB Association Board: shaping a culture of distributed learning and ownership, eg through google hangouts, global member gathering
And? Whole ideas includes members West Lexham, Norfolk
HUB King's Cross
HUB Westminster They join Tim, Lesley & Henrique on the board Key Highlights:
Clusters are great structures.
We have debt and lots of things at HUB company that have to be respected.
Geo-regionality: fears of voting blocks, insularity, new power concentration, monopolies, the identity becoming regional.
Prime candidates are: fundraising, partnerships, knowledge sharing, tech and tech assist, onboarding and targeted growth
Responsible: Tim Freundlich, Brad Krauskopf
Open space (tomorrow to discuss further)
Take one example through a rough business case study which could be a road to a mandate.
Scatter chart that discusses with the network on which things might be better down on another level Topic:
Distributed action through enabling structures and clusters Key highlights
Change of practice name from “programming” to “products”
Map products on the following dimensions:
Revenue model / Resources needed (costs)
Make this part of the JD of the future Impact employee
Responsible: Alexis Eremia Topic:
We need to map the “extra” activities of the network (beyond the traditional business model) and find a good model to make them visible. Key highlights & next steps:
Do we need a consensus?
Do we have a consensus?
Map the current state of different variables: structure of mb2 / stakeholder mapping / programs and their impact
Redesign and adapt our tools: impact survey, reporting, onboarding business plan xls sheet and feasibility study guide.
Responsible: Alexis Eremia Topic:
Entrepreneur centered vs. centered on different stakeholders engaged in social transformation (impact related) Key highlights:
Key platforms: webinars, market place, global/regional members event, HUB MBA
Key benefits: partnerships, opportunities, inspire, instant connectivity, culture, advocacy
Mandate for local HUBs to have a resident champion to:
explore and assess interest in MMC from a members perspective
identify focus platforms for delivering on the MMC vision and value proposition, keeping in mind already existing efforts.
Responsible: Amam Merchant Topic:
Massive Membership Connectivity (MMC) Key highlights:
P2P collaboration in our practice
Incentive to offer support
Activities and challenges of a HUB
Discuss in next open space for mandate development
Responsibles: Thomas Vaassen, Pablo Handl, Simon Ulvund, Lesley Williams, Tim Nichols Topic:
Peer2Peer Review Process
(where one HUB goes to another to add value through a review). Key highlights:
Strong support for Peer2Peer process
Review of the onboarding process include non negotiables and experience:
On the ground
Of Sister HUBs, associates, growth coordinator and HUB company MD
Evaluation of the COPS:
Making them visible to HUBs that are not engaged
Check who is missing
Responsibility: Practice Coordinator
Agree on Principles for Growth (Tatiana harvest principal draft)
As above & link into next open space
Responsibles: Tatiana Glad (tbc) Topic:
Quality Key highlights:
Recognize that if innovation happens at the edges, it might happen in HUBs with different levels of agility, where friction happens.
We need a leadership that recognizes the different levels of breadth.
We want different levels of agile HUBs to recognize that leaping and flying won’t happen unless they make time and efforts to grow.
Recognizing different levels of agility should not be a way to stop other HUBs leaping and flying.
How do we build and evolve our learning tools so they aren’t just informative, but empowering?
Link into next open space / See Debbie for more information
Responsibles: Debbie So Topic:
Recognizing the breadth of agility within the network: How do we give voice and transparency to the fact that Hubs have different levels of agility? Key highlights:
A strategy council consisting of future thinkers from the network, IT and communications feeds into the HUB network strategy.
A Chief Strategy Officer (CSO) is the lead link between the HUB Association Board and the network.
HUB company focuses on ops on a network level.
What is needed for strategy development: compare with holocracy, roles instead of people first.
Take forward in next open space
Responsibles: Tim Freundlich (Association Board), Jonathan Robinson (Advisory Council), Brian (HUB Seattle) Topic:
Network leadership. What is needed for strategy development? Key highlights:
Research calls with local HUBs to extract stories of local partnerships that may benefit other HUBs or could be scaled gloablly.
Create an accessible database that HUBs could access when they are scoping partners.
Create framework for scaling to global partnerships.
Partnerships Strategy session by Petr (next open space)
Responsibles: Petr Skvaril & Vinod Rajasekaran Topic:
Identifying local partnerships and
scaling them Key highlights:
Harvesting of information rather than verifiable knowledge
Recognize that we have different ingredients resonating across HUBs (education ,HUBs and acceleration) but need to move to the 4th horizon of the HUB as learning organization
Need to be consciously moving to a learning organization rather than “incidental prototyping” and “trial and error” for this to be everyday action
AB testing group
Create a learning community of practice
Responsibles: Max Oliva & Alice Fung Topic:
How might we become a learning organization? Full size image here: http://bit.ly/11piDMu
Closing commitments to:
Recommit to board and other emerging economies
Time to help / partake at the global level
Pick up, stitch it back together and present a new growth strategy!
Education piece - leaders, leadership, business model
Global learning & accountability
Simplify the plan!
.. and more - see mandate development session (back a few clicks). See you in Vienna:
Practice & Innovation Gathering
October '13 @vitasgardello for more info A a unique one-day event where the global network of HUB founders & makers can meet with members, partners and friends for practice-led conversations about the challenges of scaling up social impact at this moment in time. Where will the next HUB Insights be..? Objective: to explore our growth & evolution plans & pressure test types of possible growth, based on research done to date. Panels:
1. HUB making & the role of real estate
Speakers included Daniel Bayley (BNP Paribas), Geoff Mamlet (HUB Boston), Brian Howe (HUB Seattle) & Anna Strongman (Argent). Contact Chair @alicefung for key highlights
2. Education: How do we nurture system builders and changemakers today?
Speakers included Paul Miller (School of Everything / Bethnal Green Ventures), Max Oliva (Teamlabs & HUB Madrid), Filipe Santos (INSEAD) & Marc Ventresca (Said Oxford Business School). Contact Chair @indyjohar for key highlights
3. Rise of Impact Money : The state of impact investment in the UK.
Speakers included: Daniel Brewer (Resonance), Adrian Brown (BCG) & Nikolaus Hutter (chair) , Caroline Mason (Big Society Capital) & Oliver Karius (LGTVP)
Highlights from Nikolaus Hutter, Chair (TONIIC):
"Impact Investment is rapidly gaining traction across the globe – in addition to overall growth of the space, there is also an increasing differentiation and a high degree of innovation (eg SIBs scaling in US and EU and being applied to development issues), in particular in the past 2-3 years. However, significant challenges remain: the development of a viable sector infrastructure remains an issue, with the UK being an interesting laboratory for a sector based approach that is gaining traction, and ON being a global player and thought leader in “priming the pump”, the absorptive capacity of capital among social enterprises being limited, and currently no really viable models of channeling significant amounts of institutional capital into the sector. The overall size of the space at less than 0,5 per mille of global financial assets is a result of that."
4. Civic Movement Builders : Civic movements and organising for impact in the 21st Century
Chris Busch (Sandbox Network), Mark Cheng (Ashoka), & Nick Mabey (Politic of Change)
Contact Chair @joostbeunderman for key highlights Objective: work together on specific topics that cannot be addressed in the depth they deserve during the 3 day Strategy Gathering. A day that is there for participants to shape and make use of as they choose. TECH BENISI (EU Cluster): Led by @albertomasetti-zannini & @tatianaglad. Key updates & kick off for the BENISI project - starting on 1st May. €1m bid to build scale social innovations in Europe.
Members Gathering: Led by @gabriellasilfwerbrand Exploring the concept & options of organising a member's gathering
Practice: Led by @vitasgardello (Practice Co-ordinator). Evolving practice in the HUB network, linking to 'becoming a learning organisation' on earlier days.
Virtual Experience: Led by @soledadpons (Global Virtual Host) and with the participation of National Field´s Gabriel Esquenazi. Explored the potential of the virtual experience, look at what we have and have achieved so far, and see how we bridge the gap!
Tech: Led by @simonulvund & many others. On the current situaiton & evolution of tech platform in the HUBs, and local HUB solutions.
Associates check in: Led by the Associates present. Updates & discussion on expereince this far. Exploration of new 'certification' and organising model.
Programming Highlights: Led by @ioanaconstantin. A download opportunity for HUB Initatives & Candidates present. Covered some of the best HUB practices to date in terms of fundraising, financing & successful programmes.
Incubation Led by @alexiseremia. Presentation of “Social Incubation: A Field Guide” by Paul Miller (Bethnal Green Ventures) & Laura Bunt (NESTA), followed by discussion between HUB incubation leads on our approach.
Impact. Led by @hinnerkhansen.With Peter Vandor and Reinhard Millner (WU Wien) a detailed analysis of our recent impact measurement was presented and the impact strategy design process going forward kicked off. Contact session leaders for next steps. Discussion: Member Gathering
Objective: to create face to face interaction and connectivity, create an ecosystem. Ideas:
Prototype partnerships: hosts, member day
Europe member gathering or day at Futureperfect Festival in August
SF Member Day
HUB Member add on to strategy gathering 2014
Formation of a working group (Tim N., Sissa, Nele, Greg, Mark Beam, Ricardo, Pablo, Aman, Pedro, Kate, Frederike, Andrew (Simon, Sole) to:
Assess what are members needs
Explore possible platforms and forums
Responsible: Gabriella Swilferband Discussion: Role of the global partnerships manager
Job description vs expectations
Set up principles and transparency
Harvest local partnerships and potentially roll them out globally
Communication and regular prioritisation
Evaluate the effect of partnerships on the brand
Strategic partnerships, not reactive ones
Setting up HUBs: real estate, furniture
Partnerships for members: marketplace for products, services, finances
Areas: brand, revenues, impact, networks, knowledge,
Set up a framework
Media, tech, education -> HUB as thought leader
Petr starts work, engages local HUBs!
Responsible: Petr Skvaril Discussion:
Exploring multi-HUB strategies and their value to the network
Insights: National clusters are inevitable. Exploration of:
Multi HUB - one owner
One city - multiple owners
One country - multiple owners
Links to regional/rural (nodes)
Creating a company back office for multiple HUBs
Creating a more valuable proposition
Brad, Dermot, Vlad take forward and come back with suggested next steps / reccomendations
Responsible: Brad Krauskopf, Dermot Egan & Vlad Craioveanu Discussion: Growth
Rural HUBs: How can the be sustainable? What can the network do to support the rise of HUBs out of big cities?
To test/develop a business model based on the peer/node proposal.
Formation of a working group (Rovereto, Kings Cross, Copenhagen, Helsinki, Stockholm, Bari, Halifax, Oaxaca, Milan & Simon to:
create principles and metrics for experiments
create an MoU for all parties involved in experiments
keep experimenting until the next strategy gathering -> the trial period should generate hard data on members, impact, revenues, new collaborations
Responsible: Paolo Campagnano & Jesper Kjelleras Discussion: Re-imagining HUB network gatherings:
Do they still suit our needs?
A design which cross pollinates learnings and talent
Setting tone for organisational design and structure locally
Gatherings as part of an ongoing and constant learning and strategy development process
Find more creative ways to facilitate content
The formation of a working group (Eleanor, Vita, Lesley, Greg, Michel, Sarah, LB, AG) to:
Create a report which connects to the overall learning conversation (Max) and strategy development conversation (Christoph)
Redefine the purpose of the gatherings
Change based on our needs
Responsible: Eleanor Whitley Discussion: Peer2Peer review Process “Learning 4 feedback”
• Pool for review: Up&Running HUBs
• Minimum review duration: 1 to 2 days
• Report: within one week
• Matching: regionally; new HUBs
• Within your region you pay your ticket.
• Review tool: under development
Formation of a working group (Rosario, Thomas, Pablo, Nele, Solla) to further develop the process and tool and develop a mandate.
Responsible: Thomas Vaassen and Pablo Handl Discussion: Strategy Development refined
Development of a network strategy process that is inclusive of the expertise and leadership in the network.
Study group on best practices among top international organizations (for profit, not for profit, associations) to learn form others and adapt internally.
Outcomes of this new strategy process should be:
a transparent, collaborative strategy process
feeling of alignment where we as a network want to go
HUB as relevant player for mpact for the next 20-30 years.
Financial Resources: co-loans by HUBs, eg by LA, Singapore, etc.
Mandate 1: Build a resourced research project. (Proponent: Milan, Secundant: Oaxaca)
Mandate 2: Review and design the collaborative network strategy process as a resourced project (Proponent: Hub Association Board, Secundants: Vienna, Singapore).
This needs to take into account: principles, process, roles and a “Chief Structure, Curator”/”Blender” (not a “sponge” or “gatekeeper”).
Responsible: Christoph Birkholz & Alberto Mazetti-Zannini Discussion: Glocal Brand Campaigning
Formation of a “brand gang” that will support HUB Company on branding issues. The group is looking for more interested members.
Responsible: Andre Gabiru Maciel Discussion: Reimagining Tech
What can local HUBs offer to better suit our Tech needs?
What is the role of the Tech Manager?
Conversation taken forward to Practice Day (Day 5).
Responsible: Jacob Colker, Simon Ulvund Discussion:
How do we deal with media, external communication and storytelling on the HUB network level?
a concrete mandate will be developed for May EGA
Responsible: Andre Gabiru Maciel Discussion:
Impact Investment and the HUB
Discussion on focus & potential in this area with Charly Kleissner input
Outcome: Global Impact Investment Task Force
Identify local visions and existing programs
Assess scope for combined approach
Define metrics and data to collect from members, HUBs and potential partners
Define local HUBs required outcomes
Target: Raise 100m British Pounds in 2 years!
1st Email in 2 weeks
1st convergence call within 2 months
Responsible: Alex Soskin I HUB And for those that could still hack it...
beers & good old East End Curry Starting with a reminder of where we've come from by the HUB Association Directors:
Objective: Find out what Liquid can add to
the HUBs current decision making processes Some closing highlights
New Energy to move forward
Inspirational talks and conversation - help me move to the next level
Witnessing the phenomenal talent - both amazing & intimidating!
Amazed by how the network allows itself to be hosted and the network hosts us
Coming together & connecting back, leaves me craving for more
Nice to feel global
Nice to share Some closing observations
We need to be a smart, focused network - we have great potential
To continue to be productive, things need to change.
HAB & HC end up being treating a bit like a punch bag (!), we should pay tribute to them and the work they do which sets the foundations of our discussions.
We need more time together
We only 2 years old - enough sorted so that we can talk about what we are building together, this is a great achievement
We are getting stronger, we need to be patient, let go and have enquiry
As the rookie, I didn't know when I could talk / speak up etc
Beautiful, trusting, stories
We can be more frank with each other - be bold and live our values of trust & courage so we can collaborate more honestly & effectively
3 profiles that I noticed present and emerging within the Gathering, I defined them within these 3 categories: Roots - Replicate - Scale. It is important to understand they are all needed to our global growth and impact. They all believe in our global intention. They are all great profiles. The question that I saw emerging is: "How can we nurture our different circles of communities of founders to become one flowing global community?"