EWMD Portugal Conference “Leadership in the 21st Century” 6 November 2009, Auditório CGD – ISEG  “ Creating social value t...
New management paradigms applied on NGO G O A L ... that offers a   Value proposition for Clients, Team management & Staff...
Entrepreneurship and Leadership “ Entrepreneurship  is the ability of individuals and organisations to  perceive and creat...
Change Management P R O C E S S People – Leadership – Organisational Culture Offline and Online tools Management Technique...
Innovation in the Third Sector Source   Julian Birkinshaw, co-founder InnovationLab, London Business School What different...
Non-profit Social Solidarity Association and  Public Merit Association  focused on: CONVENTIONS Who is Dianova MEMBERSHIPS...
Our Team 9 new employees 2009 Total Staff 52 Therapeutic 87% Administration 13% Sex Male 45% Female 55% Age (mean) 41 y.o....
Our Organizational Architecture Internal Communication External Communication MISSION How are We? What do we do? VALUES Wh...
Multi-Stakeholders Approach <ul><li>Government </li></ul><ul><li>Legislators </li></ul><ul><li>Regulators </li></ul><ul><l...
Strategic Planning <ul><li>Why are we here? </li></ul><ul><ul><li>Analysing current issues </li></ul></ul><ul><li>What do ...
Best Practice  Corporate Governance Annual planning Evaluation <ul><li>Accountability </li></ul><ul><li>General Assembly <...
Best Practice  Change Management Values managements aligning in a common language People & Leadership Implementing Best pr...
Best Practice  Change Management A socially responsible  investment oriented to generate a  new kind of profit:  Social pr...
Best Practice  Quality Management System First Therapeutic Community with Quality Management System ISO 9001:2000 in Portu...
Best Practice  Training Certification Organization and promotion of interventions or training activities Development / imp...
Best Practice  Volunteering and Fundraising TRUST DEPOSIT BANK Volunteering Movement Generation G(enerosity)™ Social Entre...
Best Practice Sustainable Social Integration Socially responsible businesses have a long term relationship with community ...
Quarterly, 3.300 Free PDF version on  www.dianova.pt   <ul><li>Customized publications =  Stakeholders loyalty tools </li>...
Integrating traditional Communication tools/techniques OFFLINE with New Media and Social Networks ONLINE DIANOVA “ Inspiri...
Best Practice  Integrated Communication <ul><li>SOCIAL MEDIA </li></ul><ul><li>Markets are nothing more than... CONVERSATI...
Delivering the promise:  Social ImPACT 2008 TRUST DEPOSIT BANK 2.041 People 83,7% Increase Social Inclusion 98 Prevention ...
ImPACT Communication 2008 OUTPUT IMPACT OUTCOMES How effectively we disseminate our message <ul><li>Positive media message...
In conclusion Find simplicity in  the complexity Stay learning oriented Take risks.  Encourage Innovation Embrace Change A...
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EWMD Portugal Leadership Conference Dianova Portugal

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Uncertain times require innovate solutions. How are NGO such as Dianova Portugal incorporating Sustainable Development, Social Entrepreneurship, Change Management, Social Media, Communication, Leadership and Innovation issues-methodologies-tools in their strategies? What are the impacts of those in the organisational development and it's impact on society? How to create social value through Leadership and Innovation?! Know how Dianova Portugal is doing it...

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EWMD Portugal Leadership Conference Dianova Portugal

  1. 1. EWMD Portugal Conference “Leadership in the 21st Century” 6 November 2009, Auditório CGD – ISEG “ Creating social value through Change Management and Leadership” 14h30 – Social Entrepreneurship: How to creat social value
  2. 2. New management paradigms applied on NGO G O A L ... that offers a Value proposition for Clients, Team management & Staff and Society ... ... guaranteeing the the organisations’ Sustainability! Social Entrepreneurship Change Management Corporate Governance Quality Management Systems Reputation Management and Communication Social Media Create a trustworthy corporate brand through the creation of an inspiring non-profit organisation...
  3. 3. Entrepreneurship and Leadership “ Entrepreneurship is the ability of individuals and organisations to perceive and create new economic opportunities (new products, new processes of production, new organisational schemes and new product-market combinations) and to introduce their ideas in the market , taking into consideration the uncertainty and other barriers, making decisions and using available resources and institutions”. Wennekers e Thurik (1999) Promote a favourable economic and commercial framework Reduce difficulties on financing access Leverage development of capabilities and knowledge Increase qualifications Use technological, organisational and management innovations GOVER N M E N T PR I VA T E Entrepreneurs with social conscience use their economic power (profitability) to create a more equal and juts world (by doing good) Socially responsible organisations operate as profitable organisations, good places to work and contributing to their communities sustainability and the world “ Invention and entrepreneurship are in the centre of national [competitive] advantage ” M. E. Porter in The competitive advantage of nations , 1990
  4. 4. Change Management P R O C E S S People – Leadership – Organisational Culture Offline and Online tools Management Techniques of change processes <ul><li>What procedures and capabilities do we require? </li></ul><ul><li>What do we have to change? </li></ul><ul><li>How to manage change in harmony with our core values? </li></ul>Strategy Change Communications Proactive flow Awareness Ι Understanding | Commitment | Change Information Ι Dialogue | Involvement | Recognition + + Positive change vs Sustainability and Organizational development
  5. 5. Innovation in the Third Sector Source Julian Birkinshaw, co-founder InnovationLab, London Business School What differentiates a specially effective non-profit organisation? Aligning Stakeholders’ Perceptions with Organisation Goals ( Multiple Constituencies Model ) <ul><li>More effective top management, making the right decisions and doing things right </li></ul><ul><li>More use of correct management procedures (need assessment, strategic planning, satisfaction evaluation) </li></ul><ul><li>More use of change management strategies </li></ul><ul><li>(search for new revenue sources, increase of legitimacy, cost control) </li></ul><ul><li>Having a prestigious Top Management only moderately related </li></ul>Source “Nonprofit Organizational Effectiveness: contrasts between especially effective and less effective organizations”, Herman & Renz, 1998, Nonprofit Management and Leadership INNOVATION MANAGEMENT INNOVATION ON WORK PRACTICES SOURCE OF COMPETITIVE ADVANTAGE
  6. 6. Non-profit Social Solidarity Association and Public Merit Association focused on: CONVENTIONS Who is Dianova MEMBERSHIPS Risk behaviour prevention & Health Education Drug Addictions Treatment & Inclusion Community Development (Project SOLIS) Agent of Corporate Social Responsibility Player of Social and Health Networks Agent of Social Economy Member of Dianova Network
  7. 7. Our Team 9 new employees 2009 Total Staff 52 Therapeutic 87% Administration 13% Sex Male 45% Female 55% Age (mean) 41 y.o. Ratio Rotation 6.25% Talent retention 93,75%
  8. 8. Our Organizational Architecture Internal Communication External Communication MISSION How are We? What do we do? VALUES What defines us? How do we do it? VISION Where are we going? What do we want to be? STRATEGY The Plan to get it! PEOPLE MANAGEMENT
  9. 9. Multi-Stakeholders Approach <ul><li>Government </li></ul><ul><li>Legislators </li></ul><ul><li>Regulators </li></ul><ul><li>Politicians </li></ul><ul><li>Local and Central administration </li></ul><ul><li>Project analysts </li></ul><ul><li>International bodies </li></ul><ul><li>Organisation </li></ul><ul><li>Top Management </li></ul><ul><li>Staff </li></ul><ul><li>Volunteers </li></ul><ul><li>Associates </li></ul><ul><li>Suppliers </li></ul><ul><li>Partners </li></ul><ul><li>Clients </li></ul><ul><li>“ Shareholders” </li></ul><ul><li>Commuity </li></ul><ul><li>Leaders </li></ul><ul><li>Analysts </li></ul><ul><li>Investors and Sponsors </li></ul><ul><li>Public in general </li></ul><ul><li>Academia </li></ul><ul><li>Market </li></ul><ul><li>Prescribers </li></ul><ul><li>Health, Education </li></ul><ul><li>and Social Professionals </li></ul><ul><li>Potential clients </li></ul><ul><li>Families </li></ul><ul><li>Opinion makers </li></ul><ul><li>Competition </li></ul>Cooperation and Cooptition Culture on solving problems in a educative and inclusive perspective <ul><li>Good corporate citizen? </li></ul><ul><li>Social development? </li></ul><ul><li>Good place to work? </li></ul><ul><li>Strong team? </li></ul><ul><li>Innovative? </li></ul><ul><li>Good governance? </li></ul><ul><li>Social Impact? </li></ul><ul><li>Quality? </li></ul><ul><li>Effective? </li></ul><ul><li>Partnerships? </li></ul>Trustworthy? Commitment?
  10. 10. Strategic Planning <ul><li>Why are we here? </li></ul><ul><ul><li>Analysing current issues </li></ul></ul><ul><li>What do we want to achieve? </li></ul><ul><ul><li>Define alternatives </li></ul></ul><ul><ul><li>Define goals, pipeline, indicators and initiatives </li></ul></ul><ul><li>How to align? </li></ul><ul><ul><li>Corporate plan with Centres’ plans </li></ul></ul><ul><li>Action </li></ul><ul><ul><li>Initiatives and projects that consolidate reputation </li></ul></ul><ul><li>Achievements? </li></ul><ul><ul><li>Results and Positive Social Impact </li></ul></ul><ul><li>Next steps... </li></ul><ul><ul><li>Re-investment in new opportunities </li></ul></ul><ul><ul><li>... and continuous improvement!... </li></ul></ul><ul><li>Make the organisation sustainable </li></ul><ul><li>Increase social impact </li></ul>CURRENT SITUATION DESIRED SITUATION STRATEGY
  11. 11. Best Practice Corporate Governance Annual planning Evaluation <ul><li>Accountability </li></ul><ul><li>General Assembly </li></ul><ul><li>Annual Report </li></ul>TRUST DEPOSIT BANK Board of Administration (Supervision and Responsibility of Executive Management) Executive Management (Direction and Execution of Strategy under Ethical Code of Conduct)
  12. 12. Best Practice Change Management Values managements aligning in a common language People & Leadership Implementing Best practice of Innovation and Sustainability: Balanced Scorecard <ul><li>Defining Goals, Initiatives, Responsibilities, Indicators </li></ul><ul><ul><li>eg new services </li></ul></ul><ul><ul><li>eg new revenue strategies </li></ul></ul><ul><ul><li>eg attraction of high value clients </li></ul></ul><ul><li>Strategic plan, Monitoring and Evaluation </li></ul>TRUST DEPOSIT BANK Balanced Scorecard 2008-12 Strategic Tool of Change Management
  13. 13. Best Practice Change Management A socially responsible investment oriented to generate a new kind of profit: Social profit! <ul><li>Offer families a place for training and education in a funny and emotional way </li></ul><ul><li>Offer a place for investigation on youth training from educational, leisure and sports activities </li></ul><ul><li>Increase awareness regarding environment protection </li></ul><ul><li>Increase citizenship values and reflexion place in the fields of: </li></ul><ul><ul><li>Social corporate responsibility and citizenship • Sustainability and ecology • Health promotion of life style • Social habilities development </li></ul></ul>A match place – trustworthy, reliable, effective, sustainability – for NGO and Social investors Become a new Dianova “Shareholder” and make your first investment 200.000 good shares that will never loose value www.bvs.org.pt TRUST DEPOSIT BANK “ Education is the best Prevention” a campus for personal development and inter-generation education
  14. 14. Best Practice Quality Management System First Therapeutic Community with Quality Management System ISO 9001:2000 in Portugal (2005) Award “Hospital do Futuro 2005/06” – Category Private Sector: Pioneer and Innovation TRUST DEPOSIT BANK ORGANISATION STAFF BENEFICIARIES COMMUNITY SOCIETY Renewal of QMCS 2008-2011 -> Dynamic methodology Increase of Admission Requests 30,2% Increase of social positioning Know-how transfer increase Increase of Motivation -> efficiency and effectiveness Reinforced integration within networks (CRI, CLAS) <ul><li>Public acknowledgment of innovation and insight (Hospital do Futuro’05/06 Award) </li></ul><ul><li>Invitation for national and international conference as Sepakers </li></ul>Increase of Satisfaction 12,3%
  15. 15. Best Practice Training Certification Organization and promotion of interventions or training activities Development / implementation of interventions or training activities Areas of experience on training and education at Dianova Personal development Teachers training / Education sciences Social and behaviour sciences Organisation framework Youth support Social work and orientation and other relevant opportunities TRUST DEPOSIT BANK CERTIFICATION AS TRAINING ORGANISATION
  16. 16. Best Practice Volunteering and Fundraising TRUST DEPOSIT BANK Volunteering Movement Generation G(enerosity)™ Social Entrepreneurs’ Club Dianova at Rede Kazoo New Tools for sponsoring and Project management
  17. 17. Best Practice Sustainable Social Integration Socially responsible businesses have a long term relationship with community – sustainability – that go beyond a mere commercial transaction <ul><li>Operating since 2000 </li></ul><ul><li>+ 50 beneficiaries since beginning </li></ul><ul><li>13 Staff </li></ul><ul><ul><li>8 employees </li></ul></ul><ul><ul><li>5 on social contract </li></ul></ul><ul><li>Revenue = €300.000 </li></ul>TRUST DEPOSIT BANK Professional Integration Nursery Plant
  18. 18. Quarterly, 3.300 Free PDF version on www.dianova.pt <ul><li>Customized publications = Stakeholders loyalty tools </li></ul><ul><li>Create emotional relation with client / potential client </li></ul><ul><li>Increase engagement with brand </li></ul><ul><li>Offer information and increase level of knowledge </li></ul><ul><li>Engage in a personalized way </li></ul><ul><li>Increase reputation </li></ul>Monthly eNews www.dianova.pt Annual, under request TRUST DEPOSIT BANK Best Practice Transparency & Accountability
  19. 19. Integrating traditional Communication tools/techniques OFFLINE with New Media and Social Networks ONLINE DIANOVA “ Inspiring the Change” Creative concept Brand Management Corporate Communication Public Affairs Media Relations Health Communication Social and Health Marketing Online Communication and Social Media Best Practice Integrated Communication TRUST DEPOSIT BANK
  20. 20. Best Practice Integrated Communication <ul><li>SOCIAL MEDIA </li></ul><ul><li>Markets are nothing more than... CONVERSATIONS! </li></ul><ul><li>DIALOGUE: </li></ul><ul><li>Interaction </li></ul><ul><li>People </li></ul><ul><li>Information </li></ul><ul><li>Participation </li></ul>http://www.www.dianova.pt http://www.youtube.com/user/dianovaportugal http://www.flickr.com/photos/dianovaportugal http://twitter.com/dianovapt http://www.slideshare.com/Dianova http://www.linkedin.com/in/ruipmartins http://www.facebook.com/ruipaulomartins   http://www.thestartracker.com http://ruimartins.myplaxo.com http://rs100fronteiras.ning.com/profile/RuiMartins http://pt.wikipedia.org/wiki/Dianova_Portugal TRUST DEPOSIT BANK
  21. 21. Delivering the promise: Social ImPACT 2008 TRUST DEPOSIT BANK 2.041 People 83,7% Increase Social Inclusion 98 Prevention & Education 412 Community Development 1.133 Treatment Program 85 Training & Family Programs 313
  22. 22. ImPACT Communication 2008 OUTPUT IMPACT OUTCOMES How effectively we disseminate our message <ul><li>Positive media messages </li></ul><ul><li>Local, regional and national coverage: </li></ul><ul><li>48 news </li></ul><ul><li>1,2 million readers </li></ul><ul><li>€ 75.607 ROI </li></ul><ul><li>6.600 media average website visits </li></ul>Which effect has our communication on stakeholders <ul><li>Positive recognition of capability to change, innovation and professionalism </li></ul><ul><li>Increase of 19,2% online requests </li></ul><ul><li>Demand treatment inflexion: increase of 30,2% on new clients </li></ul>What changed through evaluation TRUST DEPOSIT BANK
  23. 23. In conclusion Find simplicity in the complexity Stay learning oriented Take risks. Encourage Innovation Embrace Change Accept mistakes Enjoy Thank you All Source of inspiration David Willows, Education WGC EACD
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