I often encourage clients to map out their “why,” exploring how their activities lead to the change they seek. So, when my coach suggested I run a Theory of Change (TOC) exercise on my own business, Outskirts Research, it seemed like a fitting challenge. I was in the middle of writing copy for my website and wanted to articulate more clearly who I serve and why my work matters. The process turned out to be both grounding and illuminating—a chance to practise what I preach and reconnect with the heart of what I do.
At first, the idea of applying one of my core services to myself felt a bit odd. I’m used to facilitating this process with groups—clients and their stakeholders—drawing out insights through collaboration. Running it solo, without the usual group dynamic, made me question whether I could approach it with the same level of objectivity. Yet it turned out to be incredibly valuable, offering clarity not only about the direction of my work but also about how my business fits within the broader ecosystem of organisations I collaborate with.
Clarifying Stakeholders
One of the most helpful aspects of the exercise was identifying and understanding my stakeholders. As someone who works predominantly with charities and CIC’s it’s easy to assume that I have a clear sense of my audience. However, running this TOC exercise forced me to take a step back and consider my stakeholders more deliberately. This process helped me refine my focus on three key groups: charities, their end users, and funders. It also made me realise how vital it is to maintain balance in meeting the needs of all three, ensuring that my work aligns with their varying priorities.
Understanding My Impact
Another benefit was gaining a clearer picture of the impact my business has. It’s something I intuitively understand when working with clients—I can see the difference we’re making together. But this exercise allowed me to formalise that understanding, mapping out how my services help organisations not only articulate but also amplify their own impact. I realised that by supporting organisations to communicate their outcomes and develop their strategies, I am contributing to the longer-term sustainability of their work, and ultimately, to the wellbeing of the people they serve.
Standing Out in a Crowded Field
Perhaps most significantly, the Theory of Change exercise made me reflect on what sets Outskirts Research apart. Clients often describe the experience of working with me as calming, insightful, and enjoyable because I help them untangle complex ideas and create actionable, strategic plans. I help organisations not only measure their impact but also translate those insights into meaningful change. My support goes beyond typical evaluation, offering clients the clarity and confidence to secure multi-year funding, develop forward-thinking strategies, and build stronger connections with stakeholders.
In the end, running a Theory of Change exercise on my own business wasn’t just an exercise in self-reflection—it was a reminder of why I do this work. By practising what I preach, I gained a clearer understanding of my purpose, the stakeholders I serve, and the unique value I bring to their work. This process reaffirmed the power of thoughtful, intentional reflection to bring clarity and direction, not just for my clients but for myself. It left me more grounded and focused, ready to continue helping organisations articulate their impact and achieve meaningful change.