Big Issue - Interview
Stephen Robertson
The Big Issue Foundation
7 February 2014
12:00 – 2:00pm
1-5 Wandsworth Road, London, SW8 2LN
1. How has Big Issue evolved over the years and has it been able to stay true to its original/core values?
Franchise idea less rigour; social entrepreneurs go around the world
Message has gone out self help / working with people in the margin
Core values have been consistent throughout the years
2. How did you come to be involved in Big Issue? Were you recruited or did you seek it out? Curious to understand the organizational fit.
Recruited
Brought considerable experience in the commercial area capable of expanding businesses
Stephen brought strategy and focus to a very commercial charity proposition
Walk the talk / communicate core values and principles
3. Does a charity like yours actively think about a 7S analysis, like any other corporation?
Running a charity is the same as running a business
Charities need an operational framework in order to evolve and deliver objectives
However, they are not always in control of all elements of the 7S as it is a lively organization totally reliant on the success of the people
4. How much of the current structure is a direct result of the 7S actions that your management team has taken?
It is
However, some elements are not a direct result of the 7S
In order to get money from trusts, the environment dictates that you need to evidence what you have done
There are requirements of the world that often override an internal 7S framework
5. Are you happy with the current structure and how would you like to see Big Issue’s 7S evolve?
Need some people on the ground as they are currently understaffed
6. Strategy: What is Big Issue trying to achieve?
Media brand (education)
Brokerage strategy
Make a meaningful impact on the lives of people who are socially and financially excluded
Solution for what is going on in society
7. Skills / Style / Staffing: What are your
The Big Issue Foundation
7 February 2014
12:00 – 2:00pm
1-5 Wandsworth Road, London, SW8 2LN
1. How has Big Issue evolved over the years and has it been able to stay true to its original/core values?
Franchise idea less rigour; social entrepreneurs go around the world
Message has gone out self help / working with people in the margin
Core values have been consistent throughout the years
2. How did you come to be involved in Big Issue? Were you recruited or did you seek it out? Curious to understand the organizational fit.
Recruited
Brought considerable experience in the commercial area capable of expanding businesses
Stephen brought strategy and focus to a very commercial charity proposition
Walk the talk / communicate core values and principles
3. Does a charity like yours actively think about a 7S analysis, like any other corporation?
Running a charity is the same as running a business
Charities need an operational framework in order to evolve and deliver objectives
However, they are not always in control of all elements of the 7S as it is a lively organization totally reliant on the success of the people
4. How much of the current structure is a direct result of the 7S actions that your management team has taken?
It is
However, some elements are not a direct result of the 7S
In order to get money from trusts, the environment dictates that you need to evidence what you have done
There are requirements of the world that often override an internal 7S framework
5. Are you happy with the current structure and how would you like to see Big Issue’s 7S evolve?
Need some people on the ground as they are currently understaffed
6. Strategy: What is Big Issue trying to achieve?
Media brand (education)
Brokerage strategy
Make a meaningful impact on the lives of people who are socially and financially excluded
Solution for what is going on in society
7. Skills / Style / Staffing: What are your