IN
PARTNERSH
IP WITH
#ImpactExperts
Masterclass
SARA WELLER CBE &
LEIGH SMYTH
STRATEGIES THAT DELIVER REAL IMPACT:
NO-NONSENSE APPROACH TO CREATING
REAL-WORLD STRATEGIES THAT DELIVER
OUTCOMES, NOT JUST OUTPUTS.
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WELCOME
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OUR SPEAKERS:
LEIGH SMYTH FRSA SARA
FOUNDER OF IMPACTMATCH & CO-FOUNDER WELLER CBE
CO-FOUNDER OF ACTIONABLE 2025
OF ACTIONABLE 2025
Leigh is an award-winning social inclusion Sara Weller CBE is the Chair of the Money and
strategist and advisor, renowned for driving Pensions Service and a Non-executive Director at
impact through strategic leadership, BT Group plc. She has previously served as a Non-
fundraising, and partnerships with impact led executive Director at Lloyds Banking Group, Virgin
organisations. Passionate about equitable Money, and United Utilities. In her executive
opportunities, her accomplishments include career, Sara was Managing Director of Argos for
establishing the Go ON UK Charity, developing seven years and a member of the plc Board at J
digital skills benchmarks for UK Government Sainsbury. She has also contributed to government
and the design and launch of a Digital Skills work, serving as Lead Non-Executive on the boards
Academy. Leigh also advises global of the Department for Work and Pensions (DWP)
organisations on inclusion. Leigh has also and the Department for Communities and Local
helped to design and launch networks such as Government (DCLG), now part of the Department
like the Digital Poverty Alliance to advance for Levelling Up, Housing and Communities
social inclusion
Leigh and has sat on many UK
Smyth FRSA Sara Weller CBE
(DLUHC).
inclusion boards.
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BACKGROUND
WHO WE
We
AREare an Integrated Social Impact Agency.
OUR
Enabling social impact by providing bespoke solutions
MISSION
through strategy, advice, campaigns and recruitment.
OUR
To reimagine the world of work, where all organisations
VISION
and leaders are able to deliver social impact at scale,
supported by our community of #impactmakers.
OUR
Steering organisations and leaders towards social impact
WHY
isn’t just an ethical imperative, it’s a smart business
move.
CONNECT | ADVISE |
CAREE
R
IMPACT $
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IMPACT
1200 New Largest Study
Partners focused Worldwide of Digital
on Digital Inc Got Benchmark FS Founder
1M children Inclusion inc BBC Digital Academy now Digital Leaders commitment to What next?
access to tech Campaign and at Founders Fin Inclusion #ImpactMatc
PC World Summit with PM 1M trained p/a - 1st Award for Global h
Race Online 2012 FTSE accessibility (Personal Banks #ActionAble
accreditation Impact) United Nations
Lloyds Banking
200 Group 202
0 5
0.3M children have CEO Established Women in 120 experts to Founder Partner –
access to free tech Charity Banking and co-design UK 5000 members &
& PM Launched 5 FTSE invested Finance Woman Fin Wellbeing Digi Inclusion -
Initiative - British as Founders & of the year Strategy Evidence Case -
Design Award made public Award - Community Board
Department for commitments (Personal Chair
Education/Becta 100K Movement Impact) Digital Poverty
Digital Champs Alliance
Go ON UK
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Poll: How confident are you about being able
to create strategies that deliver meaningful
impact?
VERY QUITE NOT
CONFIDENT
CONFIDENT CONFIDENT CONFIDENT
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I.M.P.A.C.T Framework M.A.T.C.H Principles
I Identify Lasting Goals M Measure with Data
M Measure the A Act Collaboratively
Environment
P Plan Actionable SMART T Technology to Amplify
Objectives Impact
A Align Prioritisation C Core Values
C Change Monitoring H Harmonise Efforts
T Turn Vision into Reality
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I.M.P.A.C.T FRAMEWORK
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IMPACTMATCH STRATEGY
FRAMEWORK
What does the I.M.P.A.C.T stand for?
I M P A C T
Identify Lasting Measure the Plan Actionable Act with Change Turn Vision into
Goals (Define Environment SMART Prioritisation Monitoring Reality
your North (Internal and Objectives (Focus on SROI) (track progress
Star) External Audit) and adapt as
needed)
All underpinned with the M.A.T.C.H principles.
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(I) IDENTIFY GOALS THAT LAST
All impactful strategies begin with clearly defined evidence-based goals that stand the test of time.
These goals should reflect your organisation’s purpose and mission, are reportable and do not waver with
temporary trends. Lasting goals provide the foundation upon which your entire strategy is built. Ensure
your Goals are evidenced based.
This isn’t about box-checking; it’s about
ASK YOURSELF: creating purposeful goals that truly align with
• What kind of difference/change do we want to make your purpose, vision and mission. Impact can
five, ten, or fifty years from now? be hard you need your passion.
• What is the system change to ensure the goal is
sustainable? Consider what is your purpose (the intersection
• How do you ensure your goals reflect the needs of of what you are good at, what you love to do
your stakeholders and communities, Incorporating and what is needed in the world). Then build
feedback to co-create these aspirations?
this into your corporate strategy.
• Are the goal/s realistic yet ambitious enough to
A Theory of Change model outlines how and
inspire action?
why an intervention is expected to lead to
• Can the goal be publicly reportable?
impact and the key indicators which need
• Can you conduct a Theory of Change to check your
to be tracked. eg evidence which shows how
assumptions are correct, based on evidence and
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FINDING YOUR
PERSONAL What you
love
PURPOSE
Delivering Impact & Passio Mission
Finding your #WorkJoy n
What you What the
are good at PURPO world
What difference/change
Vocation SE Profession needs
do I want to make?
Now how do I translate What you
will be paid
that to create impact at
for
scale?
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PURPOSE
FINDING YOUR What FINDER™
assets can
BUSINESS you
leverage?
PURPOSE
Delivering Impact at Match Missio
Scale What is the n
change you What is
want to make PURPO your
(Your Purpose) business
SE good at?
Vision Value
What do
customers
/stakeholders
need?
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(M) MEASURE THE ENVIRONMENT
No strategy exists in isolation. Leaders 1. External Landscape:
2.
must understand both internal capabilities SU SW Apply a PESTEL framework to
and the external landscape to ensure your A
L M O understand the broader
N E M T
strategy is adaptive, contextually relevant R P
A
RY external factors affecting your
TE C A goal.
and ready for real world challenges. E X S
Before jumping into execution, assess 1 . ND
your internal and external operating LA 2. SWOT Summary: Then
summarise this into an
environments. This is where tools like External SWOT
SWOT (Strengths, Weaknesses,
Opportunities, Threats) and PESTEL 3. Internal Audit: Use a
4.
(Political, Economic, Social, Technological, S W IT SWOT analysis to evaluate
L
E
A
Environmental, Legal) analyses come in. O RA your organisation’s current
N
T
IT R
T position, against the external
D TE
E
environment SWOT,
A IN
Understanding this context will help you
identifying strengths and
3.
create a strategy that adapts to the
U
opportunities to build on and
realities you're working in. Spot the weaknesses and threats to
opportunities and leverage your existing address.
assets - these are where you can drive
low/no cost. The best strategies, 4. Iteration: Iterate your
especially in larger companies can be external SWOT based on the
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(P) PLAN SMART
OBJECTIVES
Taking into account the environment, turn your goals into
Specific, Measurable, Achievable, Relevant, and Time-
bound (SMART) objectives. Break down larger goals into
actionable steps you can track over time. Use the Theory
of Change model to ensure the assumptions you use are
robust.
EXAMPLES OF A SMART OBJECTIVE:
• "Provide online training for 100 underrepresented
entrepreneurs to enable them to raise revenues by Q4
2026."
By focusing on outcomes that are both ambitious and
feasible, your strategy becomes easier to implement and
measure.
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(A) ACT WITH PRIORITISATION
Not all objectives can (or should) be achieved at the same time and you need to ensure you reflect on
your original goals by triaging your priorities. Prioritisation ensures you remain focused on what matters
most.
Not every initiative can or should be tackled all at
ASK YOURSELF: once. Prioritisation helps ensure you allocate resources
• What initiatives align most with our to deliver maximum impact. Use the ImpactMatch
mission and current resources? Impact versus Time/Cost Matrix:
• Are there quick wins that can inspire • High Impact / Low Cost = Do It
momentum for longer-term goals? • Low Impact / Low Cost = Park It
• What does Impact look like, what is the • High Impact / High Cost = Invest In It
• Low Impact / High Cost = Avoid It
framework and what are our costs? and
so the return on investment?
This prioritisation framework balances resource use,
allowing you to focus on what will drive the most
Be transparent with your team/stakeholders meaningful change efficiently. Remember policy
about these priorities to ensure alignment. change is one of the most effective ways to enable
Agree the framework for “what does impact change, especially when an intervention is required. If
mean for your business”? too many in the DO IT or INVEST separate out into
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IMPACTMATCH IMPACT VERSUS TIME/COST
MATRIX
MUST | SHOULD | COULD
1. High Impact / Low Cost 2. High Impact / High Cost
= Do It = Invest In It
Cos
t
3. Low Impact / Low Cost 4. Low Impact / High Cost
= Park It = Avoid It
Impact
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(C) CHANGE
MONITORING
No strategy is perfect. What separates great organisations
is their willingness to measure results and adjust course
when needed. Impact strategies are dynamic, not static.
Regularly collect and measure data against your
objectives. What’s working well? What isn’t? Use this
information to iterate and refine your approach. Use a
social impact framework you either build internally or
work with an agency on.
MONITORING:
• Measure: Develop and regularly track KPIs both for
qualitative and quantitative outcomes and ensure you
include stakeholder feedback.
• Iterate: Use data and feedback loops to stay
informed, stay flexible and ready to adapt.
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(T) TURN VISION INTO
REALITY
The success of the strategy depends on having the
support in place to continue to leave a legacy impact.
Celebrate the achievements with the co-creation and the
delivery partners.
Acknowledge the collective effort and the outcomes
achieved. Celebrating successes fosters morale and
motivates future actions. Recognise the start of
something, you don’t always have to launch something
and don’t launch until you are ready! You can celebrate
Prototypes and Pilots too!
Use celebrations or recognition to solidify the sense of
accomplishment and encourage continued commitment
and buy in.
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M.A.T.C.H PRINCIPLES
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M.A.T.C.H PRINCIPLES
M A T C H
Measure with Act & Collective Technology to Core values: Harmonise Efforts:
Data: Action: amplify and scale Do the right thing. Avoid duplication in
Design for and with Great strategies are impact: Make ethics your delivery (as well as
#Data4good. Use designed Technology has the checkpoint - ensure design) by checking
evidence-based collaboratively with power to amplify strategies align with for overlaps with
decisions (use collective action. Be impact exponentially. your own organisation existing efforts with
Theory of Change) the Act in Impact. Use #Tech4Good to and or your core partners. Collaborate
and integrate data 1) Co-design streamline values and pass the to complement
gathering into your strategies by processes, increase "sleep at night" test. established initiatives
solution's design inviting input from transparency, and for meaningful,
process from the start all relevant scale with Always centre values scalable impact. Merge
not as an afterthought. stakeholders, efficiency. in your decision- if required or hand
particularly those making. Beyond over. Collaboration
directly impacted by profitability or over competition is
the addressed efficiency, strive for key to real change.
challenges (living with strategies that Thing about who will
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SOLUTIONS & STORIES
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Poll: What is the biggest barrier for you in
being able to create impact in your current
role?
LACK OF
LACK OF LACK OF ALL OF THE NONE OF
SHARED
STRATEGY FUNDING ABOVE THE ABOVE
VISION
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ActionAble
2025
Step 1: My Fairytale Castle on the Hill
Paint a Picture: Where am I going? Why is it the place to
go? How will it feel when I get there?
Step 2: Laying the Train Tracks to Get Me There
What are the paths that will get me there: Build 6
business case; engage employees, access talent; develop
inclusive leaders; create workplaces that work; connect to 5
customers.
3 4
Step 3: Charting Progress - ‘Are We Nearly There Yet?’
1 2
What are my milestones? (1-6) How will I know and show if I
am on track? How can I celebrate steps in a long journey?
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Case Study: ActionAble
2025
I Focus on lasting goal: A fully inclusive workplace with fair representation and a zero
engagement gap.
Measure the environment: Insight: Sara only FTSE 100 NED reported with a
M
Disability. Use a new platform with data at its heart, for polling, profiles, visits
Plan actionable SMART objectives: To give every UK plc the knowledge, tools and
P
motivation to build and mobilise a Disability Inclusion Action Plan and to report on
their goals.
Act with prioritisation: For scale we needed to “Invest” and so we worked with
A
brilliant partners and supported pro bono to do the right thing. We invested in a new
innovative platform to be able to act “on site.”
C Change Monitoring: We agreed the KPIs upfront and ran a dash board to monitor &
change activity.
Turned vision into reality: We launched and made as much noise as we could !
T
Largest online event of its kind. 62 expert speakers, 30+ Exhibitors, 860 attendees,
143 new assets - Watch this space for whats next!
Still buzzing from such a great day!
Was almost in tears from the of delegates said they felt confident about
powerful and stirring speech from creating an inclusive workplace environment
Dr. Caroline Casey and honestly after the session.
every session2025
ActionAble
useful away...
Attendee
I took something
540 Leaders started to create
action plans.
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Case Study: Launching
kids laptops
Following the technology change in the PESTEL and social perception of “technology/PC
games are bad for you” we designed a strategy which enabled young people to have
access to laptops just like everyone else. The PC World Kids Zone.
I Identify the lasting goal: Help Young people with the access that “they
wanted” to Education
Measure the Environment: PESTEL and SWOT revealed changes in social (how
M
children learn) and
tech
Plan as well as hardware
Actionable SMARTavailability
Objectives: options so as
our goal to to
was minimise
launch cost.
a kids range and
P
peripherals as first to market
Act with Prioritisation: Important that we moved quick and tested prototype
A
with parents and co-designed laptop covers with School Children - they needed to
be able to
Change bespoke thethe
Monitoring: look for showed
data them which were favourite and when we needed to
C
change the designs and aim to get Government backing to help legitimacy and help
those withoutin
Turn Vision means.
Reality. With help from Lorraine Kelly we launched supporting
T 20,000 young people in first week and halo impact on PC peripherals. A new market
was formed. The school which co-designed received the first batch :-)
Learnings:
It became clear we needed a Government affiliation
- it’s a signal that what we’re doing is credible and
worth engaging with. A visit to BETT helped us
understand the routes to make this happen and an
introduction to the UK Govt Home Access Taskforce.
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Case Study: Home Access
In September 2008 UK Government announced the £300 million Home Access Programme to
subsidise the provision of computers and home internet access for low-income families with
learners. I attended a workshop to encourage Government to explore a consumer model for
young people and was offered a role to help design the solution, lead the pilot and oversee
marketing for rollout. Grants were awarded to eligible families via pre-loaded Home Access
cards, redeemable at approved retailers (not via LA or Charity) to purchase a computer with
one Lasting
I year goal for my core value : To ensure families and young people did not feel the
of connectivity.
stigma of benefits system
Measure the environment: Understand changes in social trends and technology
M
with Barclays pre-paid cards
Plan measurable objectives: Video form completions for design leading to
P
successful allocations 264,000 FSM eligible pupils
Act with prioritisation: Prioritised testing of marketing messages in pilot
A
areas. Did not use the word free in the brand.
Change monitoring: Monitored eg: only 9% of families did not go on to pay for
C
broadband themselves after “free period”
T Turned vision into reality: Launched with the Prime Minister Gordon
Brown.
“FSM children‟s average attainment at KS4 appears to have increased sharply in the last
year in the two pilot areas (where pupils received packages in 2009)”.....”the projected
benefits do outweigh the costs, with a positive Net Present Value of +£768 million”....”There
was strong agreement amongst interviewed children that having the Home Access computer
is making learning more interesting”
Evaluation of Home Access Programme
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Case Study: Digital &
Financial Inclusion
After launching a new Go ON UK charity. The Biggest Bank in the UK wanted help
to know how best to help?
I Lasting Goal: To help narrow the digital divide by sharing resources (people, data,
channels)
Measure the Environment: Gap in agenda insight, proven local places and
M people works best (trusted Faces local places), customers are a channel of
change as well as supporting Third Sector. Desire to do more for UK impact in
data team
P Plan measurable objectives: Pilots first, league table of impact, public
reportable commitment
A Act with prioritisation: What assets did we already have? What was
missing ? = Data
Change monitoring: Index included customers, league table of impact for
C
divisions, external reporting and decision to host own Academy for more
impact.
Turn Moved
vision to reality,
into Global with UN moment in time (index launch), legacy team to
Annual
T drive scale, network of largest colleague digital champion movement, UN target
setting, launch Digital Academy and hire best team to execute and drive much
greater impact.
“I’m pleased Lloyds Banking Group has committed to offer face-to-face
training to an additional 2.5 million individuals, small businesses and
charities.. and welcome the insight in this report.
Rt Hon Karen Bradley
MP Secretary of State for Culture, Media &
Sport
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Getting started:
Start with what you know and what you want to achieve, then work your way back from
there. Use the Purpose Finder and Theory of Change to figure out the key things that will fulfil
purpose and lead to the impact. Focus especially on the behaviours you want to change and the
system enablers/partners.
Chat with as many people and departments as possible about how they can help. Everyone
loves giving advice, and it might reveal ways to collaborate without spending anything! Check out
what’s already happening and see if you can help others meet their goals while achieving yours.
That’s a win-win-win, with the best win for the people you're helping.
Complete your audit and study your SWOT analysis! Get creative, spot the opportunities and
gaps, and carefully plan and prioritise your objectives
“Human creativity is unlimited. It is the capacity of humans to make things happen which
didn’t happen before. Creativity provides the key to solving our social and economic
problems”
Muhammad Yunus
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Poll: How confident are you now about being
able to create impact strategies? (We will share
this pack with you)
VERY QUITE NOT
CONFIDENT
CONFIDENT CONFIDENT CONFIDENT
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Q&A
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THANK YOU
Need help with Can you help our
strategy and work with
impact? ActionAble?
Leigh Sara Weller
Smyth CBE