Our sociocracy based and continuous improvement solutions delivery model
We utilise Sociocracy 3.0 (S3) framework to guide our approach to governance and management of delivery. A critical capability delivered by Sociocracy 3.0 is flexibility and the capacity to support experimentation and learning.
S3 integrates core concepts and practices of agile methodologies, lean management, and the family of sociocracy-based governance methods (SCM/Dynamic Governance, Holacracy®, for example). Its compatibility with any agile or lean methods dramatically enhances the ability of the business to engage and collaborate with any service delivery partners.
We aim to establish an ability to directly respond to the needs of communities as a priority and help them to obtain the information, tools and resources to enable them to implement positive social change for themselves.
It is a journey and anybody and everybody is welcome to join us on it!
Enabling people led change
We create a space for people to share ideas and innovations for social solutions to help people, families, and communities to thrive.
Co-design conversations to explore and qualify the requirements to confirm how best these could be delivered to secure the most significant benefit to the user community.
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Ensuring the delivery of safe, secure, trustworthy social purpose tech4good solutions
Our technologists utilise their skills to qualify the opportunity for technologies aiding delivery of the requirements and outline the design sufficiently to enable the best estimate of the cost for build and delivery.
The outcome is an outline plan, a profile of resources needed for delivery and assured estimates of costs.
Turning social development ideas and innovation into a reality
An 'Angels Den' connects those with resources that want to support the positive, sustainable social, economic, and ecological change to the ideas and innovations coming through.
Examining the business case and return on investment benefits to confirm viability and sustainability secures the investment needed to progress onto development and delivery.
The approach is the social investment alternative to the commercial Dragon's Den.
Turning innovation and ideas into reality
The coordinating core of the organisation oversees operational delivery and ensures the membership, engagement and collaboration between all circles remain effective.
Proposals approved and supported with funding move into delivery overseen by this aspect of the business. The project teams include representatives from each proceeding circle fulfilling assurance roles on requirements, design and investment/benefits delivery.
Lessons learned during and after delivery are captured along with measures on benefits realisation, which is made accessible to the Social Value and Learning Circle.
Establishing a continuous social, economic and ecological improvement process
We are building a body of knowledge and collective intelligence partnerships that are all needed to help establish a social change process founded on continuous improvement practices and development methods.
Most importantly, in this process, to sustain continual social progress, we want to enable a transfer of knowledge and skills to people and communities to empower greater inclusivity, equality and future self-sufficiency.
Bring it all together and making 'social progress' a standard we can live by!
Utilising an agile and iterative approach to co-designing - doing - measuring in our work processes, we continually cycle around circles to secure participation in the next set of requirements and rounds of investment. In this approach, we can welcome change and deliver frequently and based on continuous improvement, built from the learning and experience obtained as we go.
Following proven practices such as that of the Agile Manifesto and applying them more broadly to our way of doing all stuff, we value:
Individuals and interactions - over processes and tools
Working solutions - over comprehensive documentation
People collaboration - over contract negotiation
Responding to change - over following a plan
That is, while there is value in the items on the right, delivery values the items on the left more.
In the structures we create, success in our social, economic, ecological and consequently well-being development efforts increases when we enable autonomy and invest in learning. Inclusivity becomes achieved by decisions made when there are no remaining "paramount objections" and when there is informed consent from all involved (everyone has a say).
It is all very democratic, equalising and inclusively focused
Our operating principles
1
Decisions are made when there are no remaining "paramount objections", on a basis of informed consent from all participants. Objections are reasoned and argued based on the ability of all to work productively toward the goals of the requirement.
2
The organisation structure consists of a hierarchy of semi-autonomous circles. Representing a horizontal association, each circle has the responsibility to execute, measure, and control its own processes in achieving its goals. It governs a specific domain of responsibility and are also responsible for their own development and for each member's development.
3
A circle's nominated operational leader is also a member of the next higher circle and represents the larger organisation in the decision-making of the circle they lead. Each circle also elects a representative to represent the circles' interests in the next higher circle. These links form a feedback loop between circles.
At the highest level of the organisation, there is a “top circle”, analogous to a board of directors, except that it works within the policies of the circle structure rather than ruling over it. The members of the top circle include additional business management functions and business function governance, finance, administration etc. and programme / project delivery management.
4
This fourth operating practice extends the first of our practices. Individuals are elected to roles and responsibilities in open discussion using the same consent criteria used for other policy decisions. Members of the circle nominate themselves or other members of the circle and present reasons for their choice. After discussion, people can (and often do) change their nominations, and the discussion leader will suggest the election of the person for whom there are the strongest arguments. Circle members may object and there is further discussion. For a role that many people might fill, this discussion may continue for several rounds. When fewer people are qualified for the task, this process will quickly converge. The circle may also decide to choose someone who is not a current member of the circle.
Call to action
We want to be working for you!
eCulture is looking for new members to join the initiative and help, guide, develop and deliver our solutions, we are keen to hear from:
PEOPLE
with living experience, community organisers, entrepreneurs, activist - seeking to exploit technology in ways that help and support people and communities
SOCIAL INVESTORS
wishing to support positive social change at scale, and becoming part of a significant opportunity to transform lives and help people, families and communities to thrive sustainably
'Tech4Good' Innovators / Entrepreneurs
to join and utilise your skills and ability for innovation, creativity, entrepreneurship and technological development on the delivery of solutions to connect and empower people, family, and community led wellbeing development.