Visual Thinkery stories and cartoons

Category: #leadership

  • Social Purpose

    Social Purpose

    With the genesis of the Wapisasa concept in my head, I was keen to use a different model. A people-first model. A social business. I wanted to pin the social purpose to our foreheads, so that profit never became our top priority.

    I wanted to run Wapisasa as a business, but never wanted to lose sight of its social aim: to provide credential-poor young people access to fulfilling digital careers. After bouncing my ideas off a few key people, I set it up using the legal vehicle of a C.I.C. (Community Interest Company) — essentially a UK limited company, with asset locks written into it’s articles of association, and, of course, a social aim.

  • Work culture

    Work culture

    A business starts with a culture of one. Every person that joins adds to that culture. Their values, their humour, their work ethic. Every decision, communication, action sets a precedent. Culture can take years to build, but days to damage.

    A organisation is it’s people – so which part do you play?

    (Inspired by “The Open Organization” by Jim Whitehurst)

  • The Big Arrow

    The Big Arrow

    This cloud is going to lift in 5 minutes.
    I said it so often it became my punchline. A dad joke – only to be appreciated by other dads (and sometimes their wives).
    We need to turn off the path somewhere near here to get to the top of the mountain.
    Nothing says top of a mountain than a BIG FAT ARROW.
    (from two families up a mountain near the summit of Black Combe, Lake District, UK)

  • Transparent and Open

    Transparent and Open

    I’ve been thinking about Cooperative business models recently, thanks to Doug Belshaw and John Bevan. Engaging with different ideas means playing out scenarios, and like splitting light through a prism, you can’t quite imagine how it will be until you shine it through.

  • Entrepreneurship

    Entrepreneurship

    I remember being on an entrepreneurship course, not long after co-founding my first business. It was part of an excellent scheme that joined up experts, incubation space in Government buildings, and funding from the Scottish Government. It was just what we needed.

    Each week a different expert spoke. Cash is King. David vs Goliath. Why you and your partners really really really need a shareholders agreement…

    I remember the words the speaker spoke in relation to this drawing. “It’s the things you don’t know you don’t know that’ll kill you every time…”

    I must continually gain exposure from other’s experiences. I wish I’d figured this out earlier…

  • The long burn

    The long burn

    A cracker of an idea. A business idea. I should start a business with this idea right now. Figure it out in my spare time and then just set it up…

    For me, startup never happens like this.

    It starts with a hunch, a curiosity, almost an irritation. So much uncertainty. So many unknowns. It’s half-baked plan hinges on finding good people and figuring out how to keep them.

    There’s a model that’s often peddled – multiple rounds of external funding with the hook of the big exit that’ll make everyone rich. And it makes sense – if you’re an investor. But I’m not comfortable with it, for every external investment is a big chain pulling you away from the “why” of your business. I don’t start businesses to make money. I start businesses to change the world or at least a few people’s world…

    It’s a long burn.

  • Catalyst of change

    Catalyst of change

    I had a very enjoyable conversation with Giles Anderton before Christmas, and this thought appeared. I see myself as a catalyst for change. But if I’m being honest, I realise that in the past I’ve been as resistant to change as the next guy – and not even for reasons I can clearly articulate. I once heard a Franciscan monk talk about setting your default position to any person as “yes”, as opposed to “no”. Maybe a similar attitude to change is also required (from me)? To go on a journey, your starting position really matters…

  • So… how’s it going? (growing a social business)

    So… how’s it going? (growing a social business)

    I wrote this visual poem in 2014 when the social business I had founded (wapisasa) and its vision were struggling – I had completely forgotten about it until I found it in an old sketchbook, and thought I might turn it into something to encourage others. If it resonates with you, let me know!

  • Outbreak of Hope

    Outbreak of Hope

    Here’s another thought emerging from a conversation at @dotcomrades – with reference to the vote for Independence in Scotland. I’m fascinated by hope – as its relationship with strong leadership…

  • Funding Form

    Funding Form

    After getting wapisasa, a social business (non-profit) focused on developing creative young people, off the ground, I thought that we’d be able to get funding to help us get quickly up to speed. Sadly, this tickly thought is my experience of the funding world – which I suppose is understandable – who wouldn’t want maximum bang for buck? Slow-burning ideas are hard to find funding for.

  • What’s the big idea?

    What’s the big idea?

    Mr Rocketship-of-an-idea. What’s not to like?

  • No silver bullet

    No silver bullet

    I was struck by the fact that when applying for funding as a social business, that funders seem to be looking for a silver bullet. Unfortunately, wapisasa is far from a silver bullet, going deep with just a few. However, if there were more wapisasas…

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