The Outcome Mapping begins with an analysis of stakeholders — individuals, organisations, government bodies, etc. — who influence the ability of a project to reach an objective. In doing so, REEEP tests entrepreneurs’ understanding of the stakeholder landscape: Are they aware of existing and potential competitors? Do they understand customer needs and unique characteristics? Are they relying upon a policy change in the future for their business model to be viable, and if so what are they doing to bring the change about? We track identified behavioural changes (or non-changes) that occur throughout the project. By understanding people, relationships and behaviours we can allow for real-time reflection and rapid reaction. Finally, REEEP captures significant changes and impacts through a method of storytelling with an open format dialogue. These changes — known as Most Significant Changes — can be planned or unplanned, positive or negative, and the precise nature of these changes may be equally unknown beforehand. By recording and processing these elements we can adjust business plans, project scope or overall strategy if necessary. Combining these components leads to a holistic framework greater than the sum of its parts, which captures a broad range of key information and variety that make up the complex systems in which we are operating. Market intelligence produced by the Monitoring, Evaluation and Learning process is directed into three information flows: the first is a dynamic feedback loop into the Theory of Change and project strategy review; the other two are outward flows of business intelligence and policy intelligence, respectively. Commercial intelligence comprises the full range of business and investment-related data and insights, which are further processed to derive actionable commercial best practices. These are anonymised and synthesised to advise other SME investments in the REEEP portfolio on best practices. At the same time, REEEP generates actionable investment intelligence, which can influence or even lead to concrete investment pipelines for larger investors (multilateral development banks, impact investors, venture (growth) capital funds, mezzanine funds etc.). This intelligence is a critical de-risking mechanism for specific downstream investors, as well as the investment climate in general. Policy intelligence, comprising data and information on the ecosystem conditions of specific markets (including legal, regulatory, economic and political circumstances that act as external influencers on business and market activity), are further processed to derive actionable practice-based policy learning and recommendations. These can be utilised by partner organisations and decision makers involved in legislation and/or other policy and regulatory development processes. The form of REEEP's practiced-based policy will vary depending upon case to fit the needs of the policy making process in question.