Constraints and Strategies to Scaling Up in Sport for Development and Peace Organizations: Evidence From the Field

2019 ◽  
Vol 49 (3) ◽  
pp. 611-630
Author(s):  
Jon Welty Peachey ◽  
Adam Cohen ◽  
Nari Shin
Keyword(s):  
Scale Up ◽  
Scaling Up ◽  
General Lack ◽  
Development Tool ◽  
Sport For Development ◽  
Business Acumen ◽  
Mind Set ◽  
Practical Implications

The purpose of this study was to explore and examine the constraints faced by managers as they attempt to scale up their sport for development and peace (SDP) organizations, and to identify the strategies they are employing to mitigate these constraints. Previous research has not examined constraints to scaling up in the SDP nonprofit space. Findings revealed three major themes related to challenges within four types of scaling up (quantitative, functional, political, organizational); skepticism about sport as a development tool, funding challenges leading to an entrepreneurial mind-set, and challenges associated with a general lack of business acumen among key leaders. Within each of these three themes, strategies for addressing these constraints are illuminated. These constraints and strategies are positioned within the broader nonprofit context, and theoretical and practical implications for scaling up SDP organizations are also explicated.

Keeping it personal while growing the business: the German Mittelstand approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mark Lehrer ◽  
Stefan Schmid
Keyword(s):  
Design Methodology ◽  
Scale Up ◽  
Scaling Up ◽  
Growth Strategies ◽  
Content Type ◽  
Stakeholder Groups ◽  
Personalized Management ◽  
The Face ◽  
Personal Qualities ◽  
Practical Implications

Purpose For firms that depend on personalized management as a key element of their competitive advantage, maintaining personalized management in the face of sustained growth presents a particular challenge. The purpose of this paper is to examine how firms in the Germanic Mittelstand have endeavored to “scale up” personalization. Design/methodology/approach Different ways of scaling up personalization are explained with examples. Findings The concept of personalization need not just concern customers, in contrast to conventional treatments of personalization. Mittelstand firms illustrate the scaling up of personalization to target stakeholder groups other than just customers. Research limitations/implications In recent years, personalization has come to refer to the customization of products to the preferences of individual customers. In contrast, a neglected but important topic is personalization of and within firms. Personalization refers to imbuing a firm with the personal qualities of individual personalities indissociable from management of the company. Practical implications Methods for scaling up personalization need to be truly scalable to be effective. Methods that only enable a one-time enlargement in the scope of the personalized business are liable to fail in the longer run. Originality/value By examining personalization as an important characteristic of small to medium-sized firms that they wish to maintain as they grow larger, this study highlights a little noticed dimension of Mittelstand growth strategies – and endeavors to bring personality back into research on “personalization.”

Welcome to the marriage of human capability and artificial intelligence

2019 ◽  
Vol 19 (1) ◽  
pp. 10-14
Author(s):  
Ryan Scott ◽  
Malcolm Le Lievre
Keyword(s):  
Artificial Intelligence ◽  
Team Building ◽  
Workplace Change ◽  
Content Type ◽  
The Future ◽  
Human Capability ◽  
Mind Set ◽  
Future Work ◽  
Crucial Part ◽  
Practical Implications

Purpose The purpose of this paper is to explore insights methodology and technology by using behavioral to create a mind-set change in the way people work, especially in the age of artificial intelligence (AI). Design/methodology/approach The approach is to examine how AI is driving workplace change, introduce the idea that most organizations have untapped analytics, add the idea of what we know future work will look like and look at how greater, data-driven human behavioral insights will help prepare future human-to-human work and inform people’s work with and alongside AI. Findings Human (behavioral) intelligence will be an increasingly crucial part of behaviorally smart organizations, from hiring to placement to adaptation to team building, compliance and more. These human capability insights will, among other things, better prepare people and organizations for changing work roles, including working with and alongside AI and similar tech innovation. Research limitations/implications No doubt researchers across the private, public and nonprofit sectors will want to further study the nexus of human capability, behavioral insights technology and AI, but it is clear that such work is already underway and can prove even more valuable if adopted on a broader, deeper level. Practical implications Much “people data” inside organizations is currently not being harvested. Validated, scalable processes exist to mine that data and leverage it to help organizations of all types and sizes be ready for the future, particularly in regard to the marriage of human capability and AI. Social implications In terms of human capability and AI, individuals, teams, organizations, customers and other stakeholders will all benefit. The investment of time and other resources is minimal, but must include C-suite buy in. Originality/value Much exists on the softer aspects of the marriage of human capability and AI and other workplace advancements. What has been lacking – until now – is a 1) practical, 2) validated and 3) scalable behavioral insights tech form that quantifiably informs how people and AI will work in the future, especially side by side.

scholarly journals Strategies for involving patients and the public in scaling-up initiatives in health and social services: protocol for a scoping review and Delphi survey

2021 ◽  
Vol 10 (1) ◽  
Author(s):  
Ali Ben Charif ◽  
◽  
Karine V. Plourde ◽  
Sabrina Guay-Bélanger ◽  
Hervé Tchala Vignon Zomahoun ◽  
...  
Keyword(s):  
Social Services ◽  
Scoping Review ◽  
Delphi Study ◽  
Public Involvement ◽  
Scale Up ◽  
Scaling Up ◽  
Delphi Survey ◽  
The Public ◽  
Health And Social Services ◽  
Scoping Reviews

Abstract Background The scale-up of evidence-based innovations is required to reduce waste and inequities in health and social services (HSS). However, it often tends to be a top-down process initiated by policy makers, and the values of the intended beneficiaries are forgotten. Involving multiple stakeholders including patients and the public in the scaling-up process is thus essential but highly complex. We propose to identify relevant strategies for meaningfully and equitably involving patients and the public in the science and practice of scaling up in HSS. Methods We will adapt our overall method from the RAND/UCLA Appropriateness Method. Following this, we will perform a two-prong study design (knowledge synthesis and Delphi study) grounded in an integrated knowledge translation approach. This approach involves extensive participation of a network of stakeholders interested in patient and public involvement (PPI) in scaling up and a multidisciplinary steering committee. We will conduct a systematic scoping review following the methodology recommended in the Joanna Briggs Institute Reviewers Manual. We will use the following eligibility criteria: (1) participants—any stakeholder involved in creating or testing a strategy for PPI; (2) intervention—any PPI strategy proposed for scaling-up initiatives; (3) comparator—no restriction; (4) outcomes: any process or outcome metrics related to PPI; and (5) setting—HSS. We will search electronic databases (e.g., Medline, Web of Science, Sociological Abstract) from inception onwards, hand search relevant websites, screen the reference lists of included records, and consult experts in the field. Two reviewers will independently select and extract eligible studies. We will summarize data quantitatively and qualitatively and report results using the PRISMA extension for Scoping Reviews (PRISMA-ScR) checklist. We will conduct an online Delphi survey to achieve consensus on the relevant strategies for PPI in scaling-up initiatives in HSS. Participants will include stakeholders from low-, middle-, and high-income countries. We anticipate that three rounds will allow an acceptable degree of agreement on research priorities. Discussion Our findings will advance understanding of how to meaningfully and equitably involve patients and the public in scaling-up initiatives for sustainable HSS. Systematic review registration We registered this protocol with the Open Science Framework on August 19, 2020 (https://osf.io/zqpx7/).

scholarly journals Promoting Scale-Up Across a Global Project Platform: Lessons from the Evidence to Action Project

2021 ◽  
Author(s):  
Laura Ghiron ◽  
Eric Ramirez-Ferrero ◽  
Rita Badiani ◽  
Regina Benevides ◽  
Alexis Ntabona ◽  
...  
Keyword(s):  
Family Planning ◽  
Scale Up ◽  
Scaling Up ◽  
Sub Saharan Africa ◽  
Health System Strengthening ◽  
Country Level ◽  
Look Ahead ◽  
Republic Of The Congo ◽  
Sub Saharan ◽  
Multi Stakeholder

AbstractThe USAID-funded flagship family planning service delivery project named Evidence to Action (E2A) worked from 2011 to 2021 to improve family planning and reproductive health for women and girls across seventeen nations in sub-Saharan Africa using a “scaling-up mindset.” The paper discusses three key lessons emerging from the project’s experience with applying ExpandNet’s systematic approach to scale up. The methodology uses ExpandNet/WHO’s scaling-up framework and guidance tools to design and implement pilot or demonstration projects in ways that look ahead to their future scale-up; develop a scaling-up strategy with local stakeholders; and then strategically manage the scaling-up process. The paper describes how a scaling-up mindset was engendered, first within the project’s technical team in Washington and then how they subsequently sought to build capacity at the country level to support scale-up work throughout E2A’s portfolio of activities. The project worked with local multi-stakeholder resource teams, often led by government officials, to equip them to lead the scale-up of family planning and health system strengthening interventions. Examples from project experience in the Democratic Republic of the Congo, Kenya, Nigeria, and Uganda illustrating key concepts are discussed. E2A also established a community of practice on systematic approaches to scale up as a platform for sharing learning across a variety of technical agencies engaged in scale-up work and to create learning opportunities for interacting with thought leaders around critical scale-up issues.

scholarly journals Citizen workshops in public libraries to disseminate and discuss primary care research results: a scaling-up study

2020 ◽  
Author(s):  
José Massougbodji ◽  
Hervé Tchala Vignon Zomahoun ◽  
Evehouenou Lionel Adisso ◽  
Jasmine Sawadogo ◽  
Valérie Borde ◽  
...  
Keyword(s):  
Knowledge Translation ◽  
Financial Incentives ◽  
General Public ◽  
Large Scale ◽  
Public Libraries ◽  
Scale Up ◽  
Scaling Up ◽  
Computer Assisted ◽  
Knowledge Gain ◽  
Research Results

Abstract Background Little is known about engaging patients and stakeholders in the process of scaling up effective knowledge translation interventions targeting the general public. Using an integrated knowledge translation approach, we aimed to scale up and evaluate an effective pilot program of disseminating research results in public libraries. Methods We conducted a scaling-up study targeting the general public. Based on our successful pilot project, we co-developed and implemented a larger-scale program of free citizen workshops in public libraries, this time in close research partnership with stakeholders and patient representatives. Citizen workshops, each facilitated by one participating physician and one science communicator, consisted of a 45-min computer-assisted presentation and a 45-min open exchange. Additional scale-up costs included offering financial incentives to stakeholders involved and the purchase of audio-visual equipment. The intervention outcome was knowledge gained. Scale-up outcomes were satisfaction, appropriateness, coverage, time and costs. An evaluation questionnaire was used to collect data of interest. Both quantitative and qualitative analyses were performed. Results The workshop theme chosen by patient and stakeholder representatives was the high prevalence of medication overuse among people over 65 years of age. From April to May 2019, 26 workshops were given in 25 public libraries reaching 362 people. Eighteen participating physicians and six science communicators facilitated the workshops. Participants reported significant knowledge gain (mean difference 2.1, 95% CI 2.0–2.2, P < .001). Median score for overall public satisfaction was 9/10 (IQR 8–10). A high level of appropriateness of the workshops was globally rated by the public participants Coverage was 92.6% of the total number of public libraries targeted. Costs were $6,051.84 CAD for workshop design and $22,935.41 CAD for scaling them up. Conclusion This project successfully established a large-scale and successful KT bridge between researchers, clinicians, and citizens via public libraries. This study provides a model for a dissemination practice that benefits the general public by both engaging them in the dissemination process and by targeting them directly.

Leadership development strategy: the missing links

2018 ◽  
Vol 32 (1) ◽  
pp. 11-14 ◽  
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Scale Up ◽  
Competitive Growth ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
The Individual ◽  
Business Complexity ◽  
Practical Implications

Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.

Your winning business model agenda: four questions to shape growth

2018 ◽  
Vol 46 (4) ◽  
pp. 21-27 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy
Keyword(s):  
Business Model ◽  
High Performance ◽  
Design Methodology ◽  
Business Models ◽  
Scale Up ◽  
The Other ◽  
Content Type ◽  
Current State ◽  
Growth Planning ◽  
Practical Implications

Purpose Defines clear steps for growth planning that support answers to the crucial question: How and where are you planning to scale up the business and what talent do you need to implement this? Design/methodology/approach As the “Business model value matrix” shows, having ‘happy customers’ is only one determinant of a business model’s success. The other essential block of diagnostic questions deals with the current state and prospects of the firm’s growth. Findings We found that companies that have found ways to keep their business models in a winner’s state can provide clear, evidence-based answers to questions about growth opportunities and risks, while their less successful peers have difficulty addressing the issues. Continuous collecting and analyzing of this information allows successful companies to embrace the strategy-as-learning model of development, built around active learning and proactive adjustment to evolving environment. Practical implications To develop a strategy for moving to and sustaining the Winner state, managers must clearly articulate and test a set of hypotheses about the mechanisms of their company’s growth. The first step on this path is related to obtaining a clear view on the factors that underpin the current financial performance. Originality/value High-performance cultures make sure that each manager has the clear answers to the questions of value, growth and digitization in order to learn, experiment and implement the company business model agenda. The unproductive cultures, on the other hand, are sustained by managerial teams that usually do not have the answers to these crucial questions, but are very good at political games.

What does it Take to Scale up and Sustain Evidence-Based Practices?

2013 ◽  
Vol 79 (2) ◽  
pp. 195-211 ◽  
Author(s):  
Janette K. Klingner ◽  
Alison G. Boardman ◽  
Kristen L. Mcmaster
Keyword(s):  
Research Policy ◽  
Scale Up ◽  
Scaling Up ◽  
District Leadership ◽  
Small Scale ◽  
Evidence Based ◽  
Policy And Practice ◽  
Evidence Based Practices ◽  
Strategic Reading ◽  
Collaborative Strategic Reading

This article discusses the strategic scaling up of evidence-based practices. The authors draw from the scholarly work of fellow special education researchers and from the field of learning sciences. The article defines scaling up as the process by which researchers or educators initially implement interventions on a small scale, validate them, and then implement them more widely in real-world conditions. Examples of scale-up research are included. The authors discuss challenges to scaling up and sustaining evidence-based practices, followed by factors that can potentially support scaling up, including professional development and district leadership. A case example describes how these issues can play out by highlighting experiences with a Collaborative Strategic Reading (CSR) scale-up research project in a large urban school district. The article concludes by offering recommendations for research, policy, and practice.

Seeing is Believing: Special Olympics Events and the Society of the Spectacle

2021 ◽  
Author(s):  
Andrew Webb ◽  
André Richelieu
Keyword(s):  
Social Context ◽  
Intellectual Disabilities ◽  
Conceptual Model ◽  
The Other ◽  
Special Olympics ◽  
Spectator Sports ◽  
Sport For Development ◽  
Society Of The Spectacle ◽  
Effective Partnership ◽  
Practical Implications

The purpose of this research project is to better understand how one global sport for development agency takes advantage of events to build partnerships. This study demonstrates how the current social context, as theorized in Guy Debord’s Society of the Spectacle, facilitates the implementation of what we label as a “seeing-is-believing” strategy. This strategy allows Special Olympics to capitalize on society’s fascination with events to activate partners. Accordingly, a conceptual model that synthesizes and contrasts the aims of commercial spectator sports and sport for development events is provided. This model demonstrates that events are effective partnership-building arenas because, on one hand, they offer opportunities to efficiently evaluate mission attainment. These opportunities exploit our familiarity with events and the unthreatening passivity of watching. On the other hand, events provide pretexts for getting over the initial awkwardness sometimes associated with interacting with athletes identifying with intellectual disabilities. Theoretical and practical implications of the concepts that make the seeing is believing strategy work will also be provided.

Scaling Up an Organization

Innovating ◽  
2017 ◽  
Author(s):  
Luis Perez-Breva ◽  
Nick Fuhrer
Keyword(s):  
Problem Solving ◽  
Scale Up ◽  
Scaling Up ◽  
The Past ◽  
The Future

Organizations don’t just grown on their own. You build them, and you may end up building multiple organizations, each one atop the previous one. The scale-up logic is straightforward: You present what you did (the past) to motivate where you will go (the future), but what you work on is the middle (the present). Most emerging organizations fail because they build for the future having ignored the entire present. But you don’t have to worry about whether a decision is optimal for that rosy future—it just needs to work today. As you build the next organization, you’ll reuse parts from the old one and you’ll get to implement everything you’ve learned. Growth and scale-up work like problem solving: no one cares how you first came up with the solution. The organization that systematizes your current innovation prototype is your first big milestone.

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