Example Reflection – Mind Mapping

Challenge  The challenge consists in the definition and acceptance of a new service line for internal and external advisory in a  large development organization. My organization has started to run pilots featuring innovative financing schemes  to fund and deliver development services, but it has still not figured out a way to select and scale-up initiatives that  work, support colleagues in innovating, and communicating clearly its strategy. More precisely, the challenge is to  develop a service offer on impact investment (i.e. investments that generate social and environmental positive  outcomes in addition to financial returns) in a decentralized organization along with the identification of criteria for  scaling up successful initiatives on the same.     Selection  Mind mapping looks for patterns and themes scanning the data collected in the exploration of “what is” phase. The  aim is to produce criteria for the what-if generation phase, which comes next. The last video in the week 3 curricula  describes the tool in details. How can it contribute to solve my challenge?

1. My organization is made of dispersed networks of experts and project managers. Top-down approaches

rarely work. Mind mapping can effectively engage colleagues in defining criteria and themes and thus  increasing the probability of success.

2. A number of data entry points on impact investment and the organization’s portfolio were collected in the

form of summaries of market trends, counterparts’ needs and the description of pilot initiatives. However,  no obvious way to cluster activities and projects came from the initial review of the information.

3. One of the objective of the mind mapping is to sum up and communicate. This is exactly what is needed-to

inform senior management in order to more to the next step.

Application  The case features the use of mind mapping to strengthen the formulation of a service offer on impact investment in  a large development organization. Data collection was organized around two pillars: 1. Information gathering on  internal initiatives through online questionnaires and requests for sharing information; 2. Reality checks with  external stakeholders on market trends and needs (through events and facilitated discussions). The above processes  produced a data that is meaningful for the identification of success criteria for the selection of impact investment  initiatives with the highest potential as well as of the main components of an organization’s service offer. A  relatively traditional process (encompassing elements of visualization) was used to present the data collected. The  proposal is to introduce a mind mapping live exercise to strengthen the quality of the description of the service offer  and to generate consensus in the organization-before submission to senior management (i.e. to the “what if” stage).     This is a virtual set-up given the fact that implementation in the course timeframe was unrealistic. The proposal is  a one-day event where internal stakeholder (circa 20-25) are encouraged to determine patterns in the data collected  and suggestions for the organization’s service offer on impact investment. An art gallery exhibition will be  organized to help participants develop a common understanding of what impact investment could mean in the  organization. The set-up of the event mirrors what is suggested in the course-which is:

1. To organize an exhibition laying out data and information on: 1. Impact investment market and needs; 2.

The organization’s current initiatives (project/pilot pipeline).

2. Invite internal stakeholders based on early engagement in the information-gathering phase described above.  3. Participants will be offered tours and will be equipped with markers and sticky notes to “mark” their

reactions (good idea, bad idea, clear, not clear, impossible etc.) and to think of new ideas.

4. Divided in teams, participants will be asked to pick the good stuff and cluster them as if they could constitute

components of a new organizational service offer.

5. Teams then will identify insights/patterns in each cluster and look for connections or cross cutting themes.

The information generated will inform a presentation to senior management on the proposed service offer and the  selection criteria for scaling current initiatives. The presentation will be shared with participants for feedback.

Insight  The main insight I expect from mind mapping are: 1. more effectively distill shared knowledge, and; 2. Allow the  emergence of unconventional and unexpected ideas. If successfully run-I would also expect the exercise to increase  the sense of community as well as to build internal consensus on next steps. This reflection moment on the tool  helped me to think through different ways to organize internal processes for assessing and communicating  information and collaborative ways for distilling threads and patterns.      Approach  I will be interested in exploring the use of different tools/instruments presented in the course in parallel. For  example, I will seek support in visualizing information before the organization of the mind-mapping event-to make  sure that participants can quickly absorb complex concepts. Due to the culture of the company, external participation  to the event will be difficult, but I will explore ways to involve a broader number of stakeholders. Due to a  challenging budget context, I will also explore ways to organize similar exercises virtually (understanding first the  implications and trade-offs).


Example Reflection – Mind Mapping Challenge The challenge consists in the definition and acceptance of a new service line for internal and external advisory in a large development organization . My organization has started to run pilots featuring innovative financing schemes to fund and deliver development services , but it has still not figured out a way to select and scale - up initiatives that work , support colleagues in innovating , and communicating clearly its strategy . More precisely , the challenge is to develop a service offer on impact investment ( i.e. investments that generate social and environmental positive outcomes in addition to financial returns ) in a decentralized organization along with the identification of criteria for scaling up successful initiatives on the same . Selection Mind mapping looks for patterns and themes scanning the data collected in the exploration of “ what is ” phase . The aim is to produce criteria for the what - if generation phase , which comes next . The last video in the week 3 curricula describes the tool in details . How can it contribute to solve my challenge ? 1 . My organization is made of dispersed networks of experts and project managers . Top - down approaches rarely work . Mind mapping can effectively engage colleagues in defining criteria and themes and thus increasing the probability of success . 2 . A number of data entry points on impact investment and the organization ’s portfolio were collected in the form of summaries of market trends , counterparts ’ needs and the description of pilot initiatives . However , no obvious way to cluster activities and projects came from the initial review of the information . 3 . One of the objective of the mind mapping is to sum up and communicate . This is exactly what is needed - to inform senior management in order to more to the next step . Application The case features the use of mind mapping to strengthen the formulation of a service offer on impact investment in a large development organization . Data collection was organized around two pillars : 1 . Information gathering on internal initiatives through online questionnaires and requests for sharing information ; 2 . Reality checks with external stakeholders on market trends and needs ( through events and facilitated discussions ) . The above processes produced a data that is meaningful for the identification of success criteria for the selection of impact investment initiatives with the highest potential as well as of the main components of an organization ’s service offer . A relatively traditional process ( encompassing elements of visualization ) was used to present the data collected . The proposal is to introduce a mind mapping live exercise to strengthen the quality of the description of the service offer and to generate consensus in the organization - before submission to senior management ( i.e. to the “ what if ” stage ) . This is a virtual set - up given the fact that implementation in the course timeframe was unrealistic . The proposal is a one - day event where internal stakeholder ( circa 20 - 25 ) are encouraged to determine patterns in the data collected and suggestions for the organization ’s service offer on impact investment . An art gallery exhibition will be organized to help participants develop a common understanding of what impact investment could mean in the organization . The set - up of the event mirrors what is suggested in the course - which is : 1 . To organize an exhibition laying out data and information on : 1 . Impact investment market and needs ; 2 . The organization ’s current initiatives ( project / pilot pipeline ) . 2 . Invite internal stakeholders based on early engagement in the information - gathering phase described above . 3 . Participants will be offered tours and will be equipped with markers and sticky notes to “ mark ” their reactions ( good idea , bad idea , clear , not clear , impossible etc . ) and to think of new ideas . 4 . Divided in teams , participants will be asked to pick the good stuff and cluster them as if they could constitute components of a new organizational service offer . 5 . Teams then will identify insights / patterns in each cluster and look for connections or cross cutting themes . The information generated will inform a presentation to senior management on the proposed service offer and the selection criteria for scaling current initiatives . The presentation will be shared with participants for feedback . Insight The main insight I expect from mind mapping are : 1 . more effectively distill shared knowledge , and ; 2 . Allow the emergence of unconventional and unexpected ideas . If successfully run - I would also expect the exercise to increase the sense of community as well as to build internal consensus on next steps . This reflection moment on the tool helped me to think through different ways to organize internal processes for assessing and communicating information and collaborative ways for distilling threads and patterns . Approach I will be interested in exploring the use of different tools / instruments presented in the course in parallel . For example , I will seek support in visualizing information before the organization of the mind - mapping event - to make sure that participants can quickly absorb complex concepts . Due to the culture of the company , external participation to the event will be difficult , but I will explore ways to involve a broader number of stakeholders . Due to a challenging budget context , I will also explore ways to organize similar exercises virtually ( understanding first the implications and trade - offs ) .